Many banks still treat dispute operations as a cost center focused on write-offs, compliance, and headcount rather than a relationship engine that protects customer lifetime value. This query explores the business case for treating dispute resolution as a relationship investment and how institutions quantify the long-term value of superior dispute handling beyond immediate loss recovery. The journalist is seeking insights from bank and credit union executives, fraud and risk leaders, card leaders, and industry experts. Questions include: 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—such as spend, top‑of‑wallet status, product consolidation, or churn—between customers who have a strong dispute experience and those who don’t? 3. What data or analytics are needed to isolate the impact of a dispute experience from other factors influencing customer retention? 4. How are you connecting front-line dispute metrics—speed to resolution, transparency, provisional credit timing—to long‑term financial outcomes like lifetime value or attrition risk? 5. What is the biggest factor holding your institution back from treating dispute operations as a retention and growth strategy rather than a loss line? Responses are requested by April 1st, 2026.