In the world of collections and recoveries, implementing new software platforms (whether it’s PCC, Debt Manager, EFS, CACS X or any other) is a major undertaking and often driven by the need for better functionality, regulatory alignment, or operational efficiency.
As a consultant, I’ve seen firsthand how the choice of implementation methodology (Agile vs. a Waterfall hybrid approach) can make or break the success of these projects.
In this blog, I want to take a look at the Agile methodology specifically: the good, the bad, and the lessons I’ve learned using it for software transitions.
Agile can deliver early wins
Agile implementations offer a dynamic and iterative approach to software delivery. When applied correctly, they allow organisations to break down large, complex transitions into manageable increments, delivering value early and often.
Agile also encourages continuous feedback, which is critical when migrating from legacy systems with deeply embedded processes.
Example: PCC implementation using Agile
One organisation chose to implement PCC using Agile, starting with a pilot focused on early arrears. By delivering functionality in sprints, they were able to test integrations, validate user journeys, and refine workflows before scaling. This approach not only reduced risk but also built confidence across the business. Stakeholders saw tangible progress every few weeks, and the final rollout was smoother, faster, and better aligned to user needs.
Make sure you’re not using Waterfall in disguise
Agile isn’t a shortcut; it requires discipline, collaboration, and a genuine shift in mindset. I’ve seen projects where Agile was adopted in name only, with teams still operating in a Waterfall fashion. Requirements were locked up front, change was resisted, and feedback loops were ignored. The result? Delays, rework, and a solution that didn’t meet business needs.
Example: Debt Manager implementation with a hybrid misfire
A financial institution attempted a hybrid Agile-Waterfall approach for their Debt Manager implementation. While delivery teams worked in sprints, governance and decision-making remained rigid and top-down. This misalignment led to bottlenecks, scope creep, and a lack of ownership. The hybrid model, without clear boundaries and shared understanding, created confusion and diluted the benefits of both methodologies.
Hybrid could offer the best of both worlds
While Agile offers speed and flexibility, and Waterfall provides structure and control, many organisations find that a hybrid approach delivers the best outcomes especially in regulated environments like collections and recoveries.
Example: Hybrid implementation of PCC
A client transitioning from a legacy system to PCC used Waterfall for initial planning, compliance mapping, and data migration. Once the foundation was set, Agile sprints were used to configure workflows, test integrations, and refine user journeys. This balance allowed for both control and adaptability resulting in a successful go-live with minimal disruption.
The best methodology is the one that fits your organisation’s culture, regulatory obligations, and delivery goals. Hybrid isn’t a compromise; it’s a strategic choice.
How to get Agile right
From these experiences, several key lessons and best practices emerged:
- Define your Agile model clearly: Whether it’s Scrum, Kanban, or a hybrid, clarity on roles, ceremonies, and governance is essential. Avoid mixing models without a shared understanding.
- Engage stakeholders early and often: Agile thrives on collaboration. Involve business users, compliance teams, and IT from day one to ensure alignment and buy-in.
- Focus on MVP and iterative delivery: Don’t aim to deliver everything at once. Prioritise high-impact features and build incrementally, validating along the way.
- Invest in Agile coaching and change management: Agile is a cultural shift. Support teams with coaching, training, and clear communication to embed new ways of working.
- Use Agile to de-risk complex transitions: Agile allows for early testing of integrations, data migrations, and regulatory requirements reducing surprises at go-live.
- Measure outcomes, not just velocity: Success isn’t about how many stories are completed it’s about improved collections performance, reduced complaints, and better customer outcomes.
Final thoughts
Agile implementations in collections and recoveries can be transformative but only when approached with clarity, commitment, and collaboration. Whether you're transitioning to PCC, upgrading to Debt Manager, or implementing EFS, CACS X or another product, the methodology you choose will shape your success.
At Arum Global, we’ve led Agile and hybrid implementations across multiple platforms and clients. We understand the nuances, the pitfalls, and the opportunities. If you're planning a system transition and want to explore how Agile or hybrid delivery can work for you, take a look at our helpful resources below or contact us directly to discuss your needs.
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About the author
Hasib Ahmed
Principal Consultant - APAC
Hasib is a specialist in collections and recoveries with over 15 years of experience across various sectors, including retail, banking, and telecommunications. He has worked with clients in the UK and internationally, playing a key role in multimillion-pound transformation projects, including the implementation of telephony platforms and collections systems. His expertise spans the full software development lifecycle, data certification, system migration, process improvement, system design, training, and testing.