Deloitte Customer Care: A Practical, Expert Guide for Clients and Partners

How Deloitte Organizes Client Service

Deloitte is one of the world’s largest professional services networks, founded in 1845 and operating through independent member firms in more than 150 countries and territories. In FY2023, Deloitte reported US$64.9 billion in global revenue and a workforce of approximately 457,000 professionals, which underscores the scale and complexity behind its client care and delivery operations. With this reach, “customer care” is primarily delivered through engagement-specific teams rather than a single consumer-style call center.

For active clients, the first line of support is your engagement team: typically the Lead Client Service Partner (LCSP), day-to-day Engagement Manager, and Project Management Office (PMO) or Delivery Lead. These roles are accountable for scope, delivery quality, timelines, and issue resolution. Global, regional, or industry leaders may also be involved on large accounts, and Risk & Quality (R&Q) professionals support escalations involving independence, confidentiality, or compliance.

Primary Contact Channels You Can Use

If you already have an engagement, contact your Deloitte Engagement Manager or LCSP first; they can route inquiries to the right specialists (billing, independence, security, data privacy, or technical delivery). If you are exploring services, submitting an RFP, or unsure where to start, Deloitte provides public contact routes and switchboards that route inquiries to local teams.

When reaching out, include your company name, geography, desired service area (Audit & Assurance, Consulting, Tax & Legal, Risk Advisory, Financial Advisory), and any RFP timelines or deadlines. For existing work, include your engagement code, SOW/MSA reference, and invoice or PO number if the inquiry is commercial.

• Deloitte US (member firm) switchboard and office: 30 Rockefeller Plaza, New York, NY 10112-0015, United States; Phone: +1 212 492 4000; Website: https://www2.deloitte.com/us/en.html
• Deloitte Global (DTTL) registered office: 1 New Street Square, London EC4A 3HQ, United Kingdom; Phone: +44 20 7936 3000; Website: https://www2.deloitte.com/global/en.html
• Global Contact Us: https://www2.deloitte.com/global/en/footerlinks/contact-us.html (country selectors route inquiries to local member firms)
• US Contact Us: https://www2.deloitte.com/us/en/footerlinks/contact-us.html (includes press, careers, and services inquiries)
• Locations directory: https://www2.deloitte.com/global/en/locations.html (find regional offices and local contact pages)
• Request for Proposal (RFP): https://www2.deloitte.com/global/en/footerlinks/request-for-proposal.html (submit scope, timelines, and contact details for a proposal)

Escalation Paths and Response Expectations

Service levels and response times are governed by your SOW or MSA; use those documents as the authoritative reference. As a practical guideline, many enterprise programs triage issues by severity: critical production-impacting risks escalate immediately to the Delivery Lead and LCSP; important but non-critical matters route to the PMO within the same business day; routine requests follow standard ticket queues. Ask your Deloitte team to share the escalation matrix agreed for your account (names, roles, and mobile/after-hours procedures).

For unresolved concerns, escalate in sequence: Engagement Manager → Delivery Lead/PMO → LCSP → Account/Industry Leader and R&Q (for quality, ethics, or independence-related issues). Keep a concise, factual summary: impact, affected workstream(s), timeline, and what you are requesting (workaround, rollback, change request, or executive decision). Most programs schedule standing governance (weekly status, monthly steering committees) where escalations can be tabled for executive decisions and documented in minutes.

When a deadline is at risk (e.g., a regulatory filing or critical go-live), mark communications as time-sensitive and request a severity upgrade. Provide your earliest acceptance criteria for a short-term workaround versus full remediation; this enables the team to stage a response that meets your business need while longer-term fixes are engineered.

Billing, Contracts, and Vendor Setup

Commercial inquiries move much faster when you include structured identifiers: invoice number, PO number, client entity name and address, engagement/SOW number, and tax details (e.g., VAT/GST IDs). If your organization requires vendor setup or modifications (banking, remittance address, W-9/W-8 forms, certificates of insurance), coordinate through the engagement’s commercial contact or the PMO to ensure Deloitte’s independence and risk checks are satisfied and records are updated in both parties’ systems.

Payment terms, late fees, and dispute windows are dictated by your MSA or SOW. If you’re disputing an invoice, flag it in writing before the dispute window closes, state the disputed amount, the reason (rate, hours, deliverable acceptance, tax), and the desired remedy. For tax questions on invoices (e.g., reverse charge or place-of-supply rules), your Deloitte team can route the query to the appropriate billing or tax specialist in your jurisdiction.

If your company uses e-invoicing networks or procurement portals (e.g., SAP Ariba, Coupa), confirm that the engagement is linked to the correct supplier record and that PO flip processes are enabled. Mismatches between PO, SOW, or project/WBS codes are the most common root cause of payment delays; ask the PMO to validate coding at the start of each work order.

Data Privacy, Security, and Confidential Reporting

Data subject rights requests (e.g., GDPR/CCPA access or deletion) should be submitted via the applicable Deloitte member firm’s privacy page. Deloitte publishes privacy notices and request channels on its websites; the global starting point is the Privacy page at https://www2.deloitte.com/global/en/legal/privacy.html, which links out to local notices and forms. Include the jurisdiction, your relationship to Deloitte (client contact, supplier, candidate, etc.), and any reference numbers to expedite handling.

Security incidents or suspected data breaches related to an engagement should be reported immediately to your Engagement Manager and Delivery Lead, following the incident response steps documented for the project. Provide timestamps, systems affected, data classes involved, and containment steps taken. Deloitte teams coordinate with client security and legal contacts, and—where applicable—Deloitte’s internal incident response functions to meet notification timelines and contractual obligations.

For ethics or compliance concerns, Deloitte member firms provide confidential reporting channels (often referred to as “Speak Up” or an Ethics Helpline) that are available 24/7 and generally support multiple languages. Access the ethics reporting link from your local Deloitte website’s Ethics & Compliance section; you can also request the link from your LCSP if you prefer not to search. These channels are typically hosted by independent third parties and support anonymous reporting where permitted by law.

Service Hours, SLAs, and Tooling in Practice

Global programs often operate across multiple time zones with a “follow-the-sun” model for critical workstreams. Confirm service windows (business hours by time zone, weekend/holiday coverage, and after-hours escalation) at kick-off, and document them in a shared runbook. For critical milestones (e.g., cutovers, filings), teams usually establish a war room with defined roles, on-call rotations, and decision logs to accelerate issue resolution.

Many engagements use shared tooling (e.g., ServiceNow, Jira, or client ticketing portals) to track requests, changes, and defects. Agree on fields that are mandatory for triage—component, environment, severity, reproducible steps, and acceptance criteria—and ensure both client and Deloitte users have the right access. Use a single source of truth for status (often the ticket itself or a PMO dashboard) to avoid discrepancies between email threads and system records.

When SLAs are measured, insist on clear definitions: what starts the response clock (ticket creation vs. validation), business vs. calendar hours, pause conditions (awaiting client input), and how multi-team handoffs are timed. Quarterly service reviews that examine SLA adherence, aged backlog, and root-cause patterns typically yield measurable improvements in cycle time and quality.

Measuring Satisfaction and Continuously Improving

Deloitte teams commonly solicit structured feedback at key milestones and at least annually through voice-of-client surveys or executive check-ins. Share candid input on delivery quality, predictability, knowledge transfer, and business value realized. Where numeric targets (e.g., CSAT or NPS) are part of the governance, ask the PMO to publish results and agreed actions so progress is visible.

For long-running programs, incorporate continuous improvement into the scope: backlog triage cadence, defect prevention initiatives, automation opportunities, and training plans. Attaching improvement items to clear owners, timelines, and expected impact (hours saved, defects avoided, or risk reduced) keeps the client care model outcome-focused rather than reactive.

Quick Checklist to Speed Up Resolution

• For active engagements: include engagement/SOW number, workstream, environment, severity, and business impact; for billing: invoice number, PO, and disputed amount/reason.
• For new work/RFPs: include desired services, scope, budget expectations (if shareable), key dates, geographies, and stakeholder contacts.
• For privacy/security: include jurisdiction, relationship to Deloitte, data types involved, timestamps, and immediate containment steps taken.
• Escalations: specify the decision needed, latest safe decision date/time, and acceptable workaround vs. full fix.
• Always capture agreements in the system of record (ticket, PMO log, or steering minutes) to preserve traceability and SLA clarity.

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