Workflow Automation & Operating Model Digitisation
3rd March 2026 ·
A global fund administrator was experiencing operational strain due to manual, email-driven workflows across investor servicing, static data updates, and internal approvals. As volumes increased, reliance on spreadsheets and inbox management created delays, reduced transparency, and placed pressure on client service teams.
Albany Beck was engaged to design and implement automation solutions that would streamline workflows, improve visibility, and create a scalable digital operating model.
Challenge
Critical operational processes were fragmented across teams and heavily dependent on manual coordination. Ownership was unclear, SLA tracking was inconsistent, and management lacked real-time insight into volumes and bottlenecks. As investor activity grew, the existing model became increasingly inefficient and reactive, impacting turnaround times and service consistency. The organisation required practical automation that could be implemented quickly without disrupting live fund servicing.
Approach
Albany Beck led the end-to-end automation initiative, beginning with a detailed review of high-volume workflows across fund accounting, transfer agency, and client services. We identified priority automation opportunities, redesigned processes to remove unnecessary manual touchpoints, and defined clear ownership and escalation pathways.
Working in partnership with internal technology teams, we supported the configuration and rollout of low-code automation tools, embedding structured task routing, automated notifications, and standardised approval workflows. Management dashboards were implemented to provide real-time tracking of workflow volumes and SLA performance.
Solution
Automated workflows replaced manual email chains and spreadsheet trackers, creating a controlled and transparent operating environment. Tasks were automatically assigned based on predefined rules, status updates were visible across teams, and escalation triggers ensured timely resolution of exceptions.
The implementation improved coordination between operations, compliance, and client-facing teams while maintaining flexibility to support new funds and increased investor volumes.
Outcomes
The automation programme reduced processing times across targeted workflows, decreased manual rework, and significantly improved operational visibility. Leadership gained structured insight into performance metrics, enabling proactive management of capacity and service levels.
Client responsiveness improved, internal accountability strengthened, and the fund administrator established a scalable, technology-enabled operating model capable of supporting continued growth without proportional increases in cost.