A small Fintech required change in the way they were developing their products and solutions since moving from exclusively providing Open Banking Payments APIs, to adding to their portfolio front-end solutions in the form and shape of Mobile Payments Apps (integrated with their existing APIs), obviously supporting both iOS and Android platforms. At the same...
Scaling with CRM: Pivoting for Growth
Upon being informed by the CEO about a necessity to simplify their database for scalability to meet growth plans, the VC conducted a review. They remained partially convinced. My organisation, as recommended by the VC, stepped in for a consultation. Within a brief conversation, it was evident that a comprehensive review was essential. The discovery...
Data Warehouse
It’s not everyday we get a request for help, but as this client of ours had been let down, we couldn’t resist. One of the prominent members of staff remembered working with us in a previous role, and chose us to help them build a data warehouse in a fortnight.
Revitalising Tech Integration for Targeted Growth
A PE-backed Infrastructure-as-a-Service client had invested in NetSuite and Service Now but wasn’t maximising their potential. This ineffective utilisation hampered their growth plans and created a dependency on manual operations.
TRANSFORMATION TO A SELF-ORGANIZING, FULLY REMOTE TEAM
CONTEXT: A large company within the financial sector realized that their silos were preventing them from keeping pace with the industry, but more importantly rendering them unable to respond to changes in laws that were coming in a year. The goal was to work in teams as opposed to silos but this was a completely...
Business Model Revolution
Tourism is a major foreign currency earner for Britain. The BTA (British Tourist Authority, now “Visit Britain”) was charged with promoting tourism to Britain. Its funding comes from the DCMS (Department for Media Culture and Sport). The BTA was subsidising the advertising costs of airlines, hotels and others in the tourism business. The DCMS was not...
Helping a large insurer achieve £30m savings over 5 years by better collaboration between operating units
A large, globally federated healthcare insurer wanted to create internal, ‘repeatable’ capabilities that would achieve the following goals across its country-specific operating units (OUs): (a) reduce the duplication of IT platforms supporting business-critical functions by creating one set of capabilities that can be re-used by multiple OUs (b) accelerate the transfer of knowledge and best...
Showing a global bank which cyber controls were most relevant to each business division, combining with gap analysis to drive business-focused remediation
A global bank with investment banking, asset management and wealth management arms had a high degree of scrutiny of its cybersecurity posture by regulators and external as well as internal auditors. Due to the complexity of the organisation and its technology there was a long list of compliance gaps when measured against any security framework...
Clarifying technical and regulatory issues to help leadership deal with an urgent strategic challenge
A global payments organisation was faced with the sudden threat of a European challenger, sponsored by governments and representing a potential significant threat to market share and revenue. The challenger was approaching the organisation and its competitors demanding that they license their proprietary technologies to allow it to enter the market, and support “co-badging” or...
Unblocking delivery and creating capacity at a growing start-up
A leading food technology and delivery start-up grew considerably during the Covid-19 pandemic. They were looking to sustain that growth while competing with the many other eating options available as the UK returned to normality after lockdowns. The company created a logistic technology team to improve the range and reach of delivery options, including enabling...
