Front-to-Back process optimisation
Client context
A bank was reviewing its payments and billing processes to support continued growth and strengthen operational control. The processes relied heavily on manual intervention, involved multiple teams and lacked consistent ownership and oversight.
Our approach
We mapped the end-to-end workflows, assessed process controls and identified opportunities to simplify activities, clarify accountability and improve control effectiveness. We developed immediate remediation actions alongside longer-term process and digital enhancements.
The outcome
- Improved understanding of end-to-end processes
- Identified inefficiencies, control gaps and ownership issues
- Developed prioritised short and longer-term recommendations
- Supported implementation planning and digital enablement
Control-by-Design operating model
Client context
A UK private bank was modernising its client onboarding operating model. Ownership, governance and controls were fragmented across Front Office, Operations, Risk and Compliance, creating inefficiencies and increasing operational risk.
Our approach
We mapped the onboarding journey, redesigned the future-state operating model and embedded governance and controls directly into the workflow. Working alongside technology providers, we translated the design into business requirements, user stories and implementation-ready specifications.
The outcome
- Reduced reliance on manual processes
- Improved governance and control effectiveness
- Clarified ownership and accountability
- Created a sustainable foundation for growth and digital transformation
Regulatory and risk process transformation
Client context
A UK challenger bank was reviewing its regulatory governance and risk management processes as the organisation continued to grow.
Our approach
We assessed governance, management information, ownership and control activities. We identified opportunities to simplify processes, strengthen accountability, improve oversight and make better use of digital tools and automation.
The outcome
- Enhanced governance arrangements
- Improved ownership and accountability
- Strengthened management oversight
- Developed a prioritised roadmap supporting future growth
Transforming operations for a digital future
Digital technologies, intelligent automation and artificial intelligence are also changing how work can be performed. The opportunity is not simply to automate existing activities, but to redesign processes, controls and operating models around new capabilities.
Ready to transform your operations?
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National contacts
Breda Griffin Director - Financial Services Consulting - London
