Payments & Onboarding Platform Modernisation
2nd March 2026 ·
A large UK retail bank was investing in the modernisation of its payments and customer onboarding platforms, including tooling to support KYC, transaction monitoring and operational controls.
The programme was business-critical, with high regulatory visibility and direct customer impact. The bank needed to accelerate delivery of new digital workflows while simultaneously building sustainable in-house capability to support the platforms long-term.
The challenge
The bank needed additional technology, data and delivery capability to accelerate work across live onboarding and payments programmes. With regulatory timelines tight and services customer-facing, the priority was to scale delivery quickly, integrate into existing Scrum teams and maintain quality and control while building a model that could be sustained in BAU.
Approach
Albany Beck designed a Pioneer-led delivery model, embedding high-potential junior technologists into Scrum teams and supporting them with selectively deployed senior SMEs. The model combined developers, QA and test automation analysts, data and MI analysts, and Scrum Masters, providing immediate delivery momentum while building sustainable internal capability. Senior SMEs provided hands-on technical leadership, assurance and coaching from day one, ensuring delivery discipline across live payments and onboarding services. In parallel, Albany Beck implemented a structured capability uplift programme aligned to the bank’s platforms, supporting transition from build into BAU and reducing long-term reliance on contractors.
Solutions
The delivery model combined Pioneer-led execution with SME-supported assurance, giving the bank immediate scale while maintaining control and quality. Pioneers were embedded directly into Scrum teams, contributing across development, testing, data and delivery activities, while senior SMEs provided technical direction, quality oversight and decision support. A clear governance and reporting structure was established across Albany Beck, client leadership and delivery leads, ensuring transparency, consistent standards and alignment across all workstreams. This approach enabled rapid delivery across live services while building capability that could be sustained into BAU.
Outcomes
Cross-functional delivery teams were mobilised quickly and began delivering value within weeks, accelerating progress across payments and onboarding tooling. Delivery quality and governance were maintained throughout, despite tight regulatory timelines and customer-facing services. The client gained increased confidence in delivery predictability, stronger internal capability across technology and delivery roles, and a clear transition path from build into BAU. Over time, this reduced reliance on external contractors and left the organisation better positioned to support ongoing change and future growth.