The business units needed confidence that a critical project could be delivered by an offshore supplier following a contractual agreement. To date, the supplier had only been given non-urgent tasks as part of the knowledge transfer, but to achieve the projected ROI documented within the business case, it became necessary to significantly increase the amount...
STAR Stories Indi
To turn-around a mobile payments Fintech in order to enable its sale by a P/E house
I was recruited by the new CEO of this Fintech to form part of his 4 person turn-around team (others being Head of Legal and the COO). The firm developed its software in Oslo and sold to clients from its Dubai office. The Head Office was in London. The aim was to improve the firm’s...
Enabling a Global bank to be compliant with new European regulations (PSD2)
This tier 1 global bank bank had to be compliant with the EU’s second Payments Services Directive (PSD2) by January 2018 in seven European countries, including the UK.
Build an MVP (Minimum Viable Product) for a Fintech in the Deposit market
The aim of this successful German fintech is to scale its third party lending transaction volume without having proportional increases in costs.
Creating a new UK bank for SMEs
To build an ethical bank offering lending products to the SME market.
Enabling a global Payments Fintech to scale its transaction volumes
The client is looking to increase its clients’ global payment volumes very rapidly.
Fluent Forward supports startup to develop innovative healthcare app
Having worked in the healthcare industry for many years, this startup founder realised technology could be the answer to remove a painful legacy process and speed up care for patients. With very little experience as a business owner, she sought an investor and mentor willing to support her through the initial pilot phase. Once the...
Global Bank in successful shift to market-facing business model
Global bank was undergoing a major structural transformation which entailed all support businesses being realigned to service four market-facing ones. HR was one of 13 support businesses who had to shift to a predominantly vertical business model.
Clear design, delivered on time & within budget = 3.3 Million satisfied customers following divestment
3.3 Million Life, Pensions and Investments customers had to be divested from a high street banking group. This was due to a European Commission ruling that the British government’s 2009 purchase of a 43.4% stake in the group counted as state aid. These customers were to receive no detriment in service, be a smooth seamless...
CLEARLY & CONCLUSIVELY DEMONSTRATE THE VALUE OF YOUR CHANGE PROGRAMMES
The Logistics operation of an International Consumer Products manufacturing company wished to justify a new forecasting process. However they were unable to commit to financial benefits in terms of reduced current assets (stock holding) since many other factors could impact on those benefits.
