a case study summary
A technology architecture design and programme plan to transition from an analogue, manual business model to a digitally-enabled wealth manager.
Including the identification and selection of the third-party technologies and services needed to deliver the integrated capability stack required to achieve our client’s intent.
We based our proposal on detailed client analysis and focused on:
A fast-growing wealth manager specialising in evidence-based investing for family offices and institutions with the aspiration to scale and launch a new business lines aimed at the retail sector.
Like many fast growing wealth managers our client had grown to the point whereby the processes and technology that had supported the business from inception were no longer fit for purpose.
Whilst suitable when managing a small number of clients at high margins, the reliance on manual processes and excel spreadsheets placed key individuals in the business under significant pressure.
This key man risk prevented scaling and exposed the business to unacceptable levels of operational risk on a day-to-day basis, requiring the introduction of resource-intensive manual checks and balances.
The existing operational infrastructure also prevented the client from:
We broke our activity into three broad stages
In this phase we built a understanding of the business at two levels:
Vendor Engagement and Fit Analysis:
In this phase we engaged with the leading vendors who possessed the functionality to support the various requirements gathered in the requirement setting phase.
Using what we learned during the requirements setting phase we matched our understanding of the client’s business, the work they had already done and our market intelligence to create a vendor shortlist.
We explored the requirements in detail with the vendors to determine how they would fulfill the requirements and intent.
Solutions Design & Operating Model
In this phase we focused on how the individual vendors could integrate to provide an end-to-end solution which supported the client’s strategy.
We also analysed how technology needed to sit along-side the broader operating model (data, processes, people, data and services) to ensure one aspect was not looked at in isolation.
Once complete we delivered our findings to the client in a series of interactive feedback sessions and provide them with two concise documents:
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