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£400k saved and a stalled banking transformation brought back on track
Introduction
We provided programme governance and delivery leadership across a multi-million pound core banking transformation. We brought structure, visibility, and coordination to a stalled programme across four workstreams.
The challenge
A global financial services firm was attempting to modernise a core banking platform that had not been updated in over a decade. Legacy systems were slowing product development, leading to delayed releases and increasing compliance risk. The organisation had strong technical capability but lacked programme management to coordinate delivery. Without governance, teams were operating independently, dependencies were unmanaged, and overall progress had stalled.
The solution
We established structured governance across four workstreams, introducing clear roles and consistent delivery practices. Fortnightly reporting and steering forums gave senior stakeholders clear visibility of progress, risks, and decisions required. We implemented dependency tracking and RAID management to proactively identify and resolve blockers across internal teams and two third-party vendors. We also supported board-level reporting, translating technical progress into business impact.
The benefit delivered
A cost saving of £400k was achieved through better vendor coordination and early identification of scope creep. Delivery confidence improved significantly within two months as a result of increased visibility and structured governance. The first product release was delivered on time, three months ahead of the revised forecast. Compliance risk was reduced through clearer documentation, audit trails, and improved cross-team alignment.