The Situation

Two engagements, the second a follow on:

  1. Exec committee needed to know what it would take to scale their current critical payments software from 3 to 14 countries.  The current thinking was to create 14 teams. Determine the gap between the current system and the New Payments Architecture.
  2. Build a cloud native platform using technologies, skills and execution methods not currently existing within the org – i.e. a Product Delivery modernisation.

The Task

Engagement 1

Deliver technical due diligence on the software to determine whether it will scale and meet business objectives.

Engagement 2

Build the next generation real time payments system for submission to the New Payments Architecture committee based on their spec.

The Action / Approach

Engagement 1

Performed the technical due diligence on the software, teams that built it and their interface with the rest of the organisation. Wrote a report that detailed with hard examples issues with how software was developed, why it would not scale and detailed remediate actions. Covered architecture, code, culture, project execution and organisational and behavioural impacts.

Engagement 2

From the ground up built and scaled the team, conceived the architecture and the Next Gen real time payments platform using a modern architecture and approach: Lean/Kanban, DevSecOps, CI/CD, Cloud native, Resilience Engineering, event driven architectures using the actor model.

The Result

Engagement 1

Report was well received and, along with other reports detailing other key aspects of the organisation, resulted in Engagement 2.

Engagement 2

Delivery of the platform and progressive backfilling of roles with permanent employees. The client did not have a production environment ready yet so it didn’t hit production, however, it would only have done that had the client won the New Payment Authority’s RFP (which  was delayed by NPA themselves several times). The platform did meet all the requirements from the NPA RFP.

Relevant Industries

Practice