Example Engagements

Knowledge Transfer Project – Building a New Bank

Business Challenge

A tier 1 banking client were looking to build a new bank from the ground up, that mirrored the IT core architecture of their existing bank. In order to build this, every critical IT platform needed to be “cloned” and a new offshore IT “run the bank” team needed to be created with the same level of expertise as the existing Bank. One of the major challenges was to transfer 30+ years of knowledge from existing specialist teams to the new IT team to ensure that they were capable to maintain the systems effectively. This included learning and gaining experience of over 500+ programmes across 120+ core systems on 13 core banking platforms.

Solution

A new team of 60 offshore resources was created to specialise across each of the platforms. Our consultant led the project to a tight project/regulatory timeline, co-ordinating a blend of classroom and on the job training that facilitated the quickest learning of the new IT team with deliverables and outputs measured throughout the entirety of the project. Regular assessments were created to assess progress and to certify the new team’s ability to successfully run the new bank and ultimately define the success of the programme.

Outcome

After some initial challenges including attrition, absence and lack of on the job training opportunities, the new team settled into a fixed training routine that was closely monitored and tracked by the Project Lead. By the end of the 18-month project, 80% of the new team were certified as “SME” level, including passing regulatory audits. Plans were made for the remaining 20% (who joined the team later) to continue their learning journey post the new bank go-live date.

 

UK Ring Fencing – Technology Design Programme

Business Challenge

A major UK bank were embarking on a major technology and business transformation as part of new UK “Ring-fencing” regulations. The Core Banking Systems Division of the bank had to make changes to 12 of their 14 core platforms, creating a complex piece of work with multiple inter and intra dependencies. Whilst each individual platform could make required changes, they lacked a central Project Manager to co-ordinate the multiple moving parts to ensure successful and timely delivery against immovable regulatory milestones.

Solution

Working with a Core Banking Solution Architect, and with the support of 3 System Business Analysts, our Consultant led the requirements and design workstream to ensure each core banking platform met the design requirements to stand up the new structure of the technology division of the bank, post the regulatory hard date. This involved setting up a robust project governance model, stakeholder management of all platforms and external teams, large amounts of external vendor management and the co-ordination of over a 100 people across all platforms to ensure successful and timely delivery.

Outcome

Core Banking Systems were the first major technology area of the bank to successfully deliver design documentation that would be signed off by the wider programme board and the regulator, eventually contributing to the Bank successfully standing up a ring-fenced banking solution that would meet regulatory demands.

 

Test Management Transformation – Financial Services

Business Challenge

A large Financial Services client were looking to modernise their test environment and release management approach to ensure it was brought up to the latest standards. As a result the executive leadership team needed to procure niche skills across the test environment and non-functional testing areas to help design and then embed these changes into the infrastructure and development teams. At the time restrictions were in place around contractor hiring and utilising Big 4 consultancy resources was perceived as too much of a high cost solution. Skillsets required included test environment managers, SW release and configuration managers, automation and performance testers, all of which were in extremely high demand in the marketplace at that time.

Solution

The Resource Management Team arranged several exploratory meetings with key client stakeholders to gather the requirements of each area. Given the limited supply of the skillsets in the marketplace we required a thorough understanding of the technical work required in order to attract the best local resource who were not already in our network. A selection process was designed which included a 2-stage face to face interview process including a technical test to ensure the quality met the client’s requirements.

Outcome

16 consultants were successfully deployed into client sites across 2 locations – with many being engaged on multiple engagements throughout a two year period. The business sponsor, Head of Specialist Test, was extremely happy with the quality of technical resource deployed. A number of these consultants progressed on to become leading technical resources across the DevOps and NFT Testing community.

 

Digital Transformation – Insurance

Business Challenge

A large global Insurance Broker had embarked on a large scale Digital Transformation Programme across 60+ Countries. The overall programme budget set aside was in excess of $50m with several IT workstreams and multiple vendors engaged. The objective was to move to a Managed Private Cloud (MPC) environment with one strategic vendor, migrate core applications across, reduce legacy debt, decommission local datacentres, and ensure greater digital interoperability across both IT and business workflows. Also, to establish a new Digital Service Centre in Krakow, Poland. This would lead to more enriched client data, enhance data analytics, create new digital omni channels and ensure greater client enrichment, engagement, retention and sales through more tailored insurance products and risk services. The programme had been running for a year and was in distress. No clear governance model in place, across multiple workstreams, located in multiple geographic locations and with no overall integrated delivery plan. The delivery was significantly behind schedule, over budget and executive concerns were starting to surface, given past programme failures across the entire Group.

Solution

The client request was to source a highly experienced, Associate Partner Level, Programme Director with proven delivery and execution expertise. The partner was able to recalibrate the programme within four weeks, introduce a new robust governance and workstream model with clear defined deliverables, communications strategy and integrated milestone plan. Also, establish a new PMO function, SteerCo., and Finance OPCO to ensure true transparency and tracking of both delivery milestones and costs (CBA). The Partner adopted a more agile and repeatable migration process for the application rationalisation and MPC migrations and established an Architecture Governance Board for swift security and IT issue resolution.

Outcome

The programme was successfully delivered, ahead of schedule and budget, embedding S26.2m savings per to the client annually in Year 2.