Quavo’s Product Marketing Manager, Aafie Somers, sat down with VP of Engineering Jon Lindsey to explore the keys to a successful software onboarding experience. Adopting a new dispute management solution like QFD is an exciting opportunity, but its success depends on strategic planning and execution. A well-structured onboarding process streamlines transitions, empowers teams to maximize efficiency, and ensures the technology aligns with business goals. In this interview, Jon shares Quavo’s proven approach to seamless implementation—covering key aspects like onboarding roadmaps, governance strategies, and overcoming common challenges.

Creating a Roadmap for Success

Somers: What key elements should every successful onboarding roadmap include?

Lindsey: A successful onboarding process starts with preparation and a willingness to embrace change. Transitioning to a new dispute management solution requires a strategic approach to ensure teams adapt smoothly and maximize the system’s potential. Key milestones include:

• Core Banking Integration: We first determine whether the client is using a core system we’re familiar with or if we need to configure a new core or middleware. Whenever possible, we recommend leveraging an existing integration to streamline implementation.
• Letter Package Approval: Starting the approval process for the letter package on day one is crucial, as it helps both teams stay on track. We guide each client through a compliance review to ensure their team provides feedback early. While our standardized letter package is always regulation-compliant, we continuously refine it based on client insights and evolving requirements.
• Hands-On Testing & Training: Once all intake APIs are connected and clients can navigate the intake flow, we encourage them to dive into training. By actively exploring the platform, teams gain confidence in using QFD and become fraud and dispute experts before going live.

Above all, preparing to welcome change is essential.

Somers: How do you balance standardization with customization when onboarding different types of clients?

Lindsey: Early on at Quavo, we built customized layers on top of our core product for each client. While this worked initially, we quickly realized it wasn’t scalable for long-term growth. Shifting to a configuration-based model was a game-changer, allowing clients to tailor their experience without requiring custom development.

For example, a large bank may have a different provisional credit threshold than a credit union, and accounting plans can vary significantly between institutions. By enabling clients to configure these settings within QFD, we provide the flexibility they need while maintaining a standardized, efficient framework. This approach not only streamlines onboarding but also ensures that as our clients grow, their dispute management solution evolves with them.

Somers: Let’s talk about cross-functional collaboration. Are there any best practices or even points of friction that you’ve noticed and you’ve had to help resolve?

Lindsey: We’ve come a long way in strengthening cross-functional collaboration, and we continue to evolve. One key best practice is involving our Account Managers as early as possible in the onboarding process. Building strong relationships between Quavo and our clients from the start ensures smoother communication, better alignment on expectations, and a more seamless transition. By fostering early engagement across teams, we create a more cohesive experience that helps address potential friction before it becomes a challenge.

Governance: Required for Scale

Somers: What does our current process for governance look like?

Lindsey: Our Director of Project Management has established a structured governance cadence to keep projects on track and ensure accountability on both sides. These meetings bring together key stakeholders to review progress, address challenges, and align on the next steps. By keeping everyone close to the project engaged, we create a transparent, collaborative environment that helps drive successful implementations forward.

Somers: What common pitfalls do companies face when governance is not well-defined during onboarding?

Lindsey: The primary goal of governance is to establish a clear project plan and align on a firm go-live date. That date should remain fixed, but if it needs to shift, we must address the reasons behind the delay. Without well-defined governance, projects can lack direction, leading to continuous delays and, in some cases, no clear go-live date at all. Strong governance ensures accountability, keeps teams aligned, and helps maintain momentum throughout the onboarding process.

Overcoming Onboarding Challenges

Somers: What are common challenges new clients experience during onboarding, and how do you address them?

Lindsey: One of the biggest pain points during onboarding is addressing letters. This is why we strongly recommend clients start working on them as early as possible. QFD manages a wide range of scenarios, which means there’s a significant amount of content to review and approve. The sooner clients engage in this process, the smoother the transition.

Another common challenge is accounting. It’s crucial to have the right stakeholders involved early to align on the accounting plan and ensure a seamless integration. By proactively addressing these areas, we help clients avoid delays and set them up for long-term success.

Somers: How do you measure the success of an onboarding process? What metrics matter most?

Lindsey: The most important metric for us is time to go live. It’s essential that clients understand their responsibilities throughout the process to keep things on track. I particularly appreciate when clients come in with a specific deadline—whether motivation, a core conversion, or a cutover date drives it. When we have their buy-in to hit that deadline, it ensures we stay focused and aligned, pushing the project over the finish line on time. That sense of ownership and commitment is key to a successful onboarding process.

Somers: What are your final thoughts on Quavo’s onboarding process and its evolution, especially the role that you specifically played?

Lindsey: Looking back four or five years ago, we were onboarding a handful of clients at a time, which wasn’t sustainable as we grew. That process simply didn’t scale when we had to manage 12 clients at once. Over time, we’ve refined our approach—establishing clear cadences, creating detailed project plans, and adapting to both our growing client base and internal team. My role has been to ensure that these processes evolve in a way that supports scalability, streamlines implementation, and keeps everything running smoothly as we continue to grow.