Context
Following the strategic acquisition of a wealth management firm, a leading financial services provider set out to expand the reach of its banking services by making these products available to the newly acquired organisation’s client base. This move was a key part of a broader transformation programme aimed at deepening client relationships and driving value across both entities.
To deliver on this ambition, the business needed to integrate operations and technology between the two organisations, while maintaining service continuity and regulatory compliance. It required a new way of working: one that allowed for seamless coordination across separate systems, processes, and teams.
Client Challenge
Delivering this integration presented two major challenges.
First, the project was closely tied to the delivery of two other critical initiatives:
- A new core banking platform
- A suite of new financial products tailored to the recently acquired wealth management firm's clients.
Second, the timeline was highly compressed, with only a few months available to stand up the new capabilities. This meant the solution had to be both rapid and robust, capable of delivering immediate value without compromising long-term scalability.
Solution
To enable this cross-organisation servicing model, we worked with the client to design and implement a new Target Operating Model that could connect both businesses and deliver a seamless experience for clients looking to access the full suite of banking services.
At the heart of the solution was the creation of a new Solutions Enablement Team, a central function positioned ‘in-between’ both organisations, with access to the systems, tools, and workflows of each. This team became the operational backbone for all banking service requests originating from the acquired business’s client base.
Key components of the solution included:
- Standing up the Solutions Enablement Team
A new, cross-functional team was formed with dual access to both organisations’ systems to ensure service continuity and responsiveness.
- Mapping and streamlining processes
We led a series of workshops to document approximately 30 “As-Is” processes, identify operational gaps, and define “To-Be” process maps aligned to the new TOM.
- Enhancing CRM capability
We defined the technology requirements needed to modify the existing CRM system to support the new team’s workflows and improve visibility.
- Designing a centralised service request solution
A user-friendly request interface was implemented, allowing client-facing teams to submit requests (e.g. change of address, documentation updates) directly to the central team.
- Managing system access and permissions
We coordinated the system access setup for the new team to ensure they could operate effectively across both organisations from day one.
Results
In just three months, the new Target Operating Model was fully defined, implemented, and embedded, enabling the organisation to deliver banking services to the acquired client base seamlessly and efficiently.
The initiative delivered:
- A functioning, centralised servicing team with cross-organisation capability.
- Fully documented, standardised operational processes across ~30 workflows.
- Improved response times for client-facing teams via the new request solution.
- Enhanced integration between systems, operations, and service channels.
Benefits to the Client
By creating a unified servicing capability with a clearly defined operating model, the client is now able to:
- Offer new banking products to the acquired client base with speed and confidence.
- Support client-facing teams with streamlined, trackable service workflows.
- Scale the model to future product and service expansions.
- Maintain high levels of client satisfaction during a complex integration period.
If you're navigating operational integration or preparing for post-acquisition transformation, we’d be happy to explore how we can support.
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