Liz Froment

Many banks still treat dispute operations as a pure cost center focused on write-offs, compliance, and headcount, rather than as a relationship engine that protects customer lifetime value. I'm exploring the business case for treating dispute resolution as a relationship investment and how institutions actually quantify the long-term value of superior dispute handling beyond immediate loss recovery. I'm looking to speak with bank/credit union executives, heads of fraud/risk, card leaders, and industry experts on this topic for The Financial Brand. Here are some questions to consider: 1. How do you make the business case internally that dispute handling isn’t just a cost of doing business, but a lever for retention, card usage, and deeper relationships? 2. Have you seen measurable differences in customer behavior and lifetime value (spend, top‑of‑wallet status, product consolidation, churn) between those who have a great dispute experience and those who don’t? 3. What data or analytics do you need to isolate the impact of a dispute experience from all the other factors influencing whether a customer stays or leaves? 4. How are you connecting front‑line dispute metrics like speed to resolution, transparency, or provisional credit timing to longer‑term financial outcomes like lifetime value or attrition risk? 5. What’s the biggest thing holding your institution back from evaluating dispute operations as a retention and growth strategy instead of just a loss line? I'd love responses by April 1st, 2026. Feel free to message me here if you have questions.