Helping a UK retail bank to benchmark their ESG progress against their peers
Our client wanted to improve their ESG position against their competitors, based on real data. They were unsure about where to start with ESG measurement and integrating ESG philosophy into their culture and business processes.
We were asked to come up with an ESG scoring model that could use existing public data from the client's peers against their own internal reporting data. This scoring model would be used to place the client against their peers in environmental, social, and governance groups, as well as an overall rating. Our ESG expertise was recognised in identifying which ESG frameworks could support this scoring model. We were also tasked with ensuring that their ESG philosophy was aligned to their purpose.
Our approach:
We used an example of best-in-class ESG stewardship in a Tier 1 financial services firm as a demonstration of what is possible. This case study covered how ESG impacted the firm across:
- Partnerships
- Products & services
- Diversity & inclusion
- Climate change
- Governance & ESG frameworks
We created an ESG scoring model that used existing ESG frameworks, such as SASB and UN SDGs. This scoring model included 32 questions across E, S and G categories. We researched public company reports to find data and references to key ESG themes. Thresholds were used to classify metrics and create a weighted score per category.
We emphasised the importance of authenticity in embedding ESG into a firm's culture. This was demonstrated through analysis of peer behaviour and assessing ESG integration into the peers' purpose. A set of recommendations were made to increase the maturity of ESG within the client, including specific frameworks and metrics to start tracking.
Our results:
The board members at the client were able to see where they stood versus their competitors, in more detail than ever before. This detail enabled a set of specific next steps to be laid out around establishing the ESG philosophy and policy of the client, which ESG areas to prioritise, changes to the risk appetite statement to incorporate ESG risks, and making a commitment to becoming net-zero.
Helping Adjoint gain ISO 27001 information security certification to support its expansion strategy
Adjoint required ISO certification to comply with legislation, across multiple jurisdictions, and increase confidence in their brand. Due to the nature of their clients (fortune 500 and international companies), a widely recognised accreditation was required. The firm's incorporation of next generation processing, such as distributed ledger technology (DLT), increased the complexity to achieve certification. Their global teams in the UK, Switzerland and USA, were undergoing a heavy scaling-up.
We were asked to customise and implement an ISO 27001 framework for global accreditation in IT security management.
Our approach:
- Capture delivery requirements
- Create relevant policies, procedures and a controls framework, for applicable IT functions
- Perform gap analysis and risk assessment
- Establish clear roles and responsibilities and deliver a formal training program
- Conduct internal assurance audit to identify incidents and data breaches
- Lead external certification process with BSI, through Stage 1 and 2 completion
- Provide agile delivery through to completion
Our results:
- Effective coverage of all ISMS mandatory requirements surrounding ISO 27001
- A new performance management system to track controls in company processes, structure and focal points
- Global delivery, with clear road-mapping structure
- Scaled offerings in open APIs and raised brand in the market
- Improved sales process due to meeting client ISO requirements
Helping Adjoint, a DLT FinTech, with agile delivery management services to increase sales at pace
Adjoint required an experienced delivery partner to run technical delivery and build and manage client relationships, as well as create a scalable delivery model. They lacked a scalable platform and struggled to educate prospects and clients on the misconceptions between the benefits of DLT versus the noise created by other solutions.
We were asked to be the client and delivery partner, to deliver DLT solutions to fortune 50 clients, including tier 1 banks, insurers, and multinational corporations. The client wanted a scalable platform to manage internal and external work-streams, as well as internal and client resource prioritisation, to ensure better alignment of the product delivery team.
Our approach:
- Structured approach; using an Agile framework to deliver successful client PoCs and projects, whilst balancing PM, BA, Testing and DevOps deliverables
- Collaborative style; seamlessly adding capabilities and bringing delivery assets to the fore, through a low-risk delivery model, with a focus on outcomes
- Hands-on attitude; unravelling DLT, whilst enabling concrete application in treasury, captive insurance, inter-company lending, and securitisation, ensuring common messaging across clients
Our deliverables:
- Business requirements documents (BRDs)
- Testing artefacts
- Quick reference guides (QRGs)
- Support model
- Security policy
- Project plans
- Issue tracker
- Task management
Business benefits:
- Scalable, commercially attractive, and low-risk delivery model
- Optimisation of internal and external resource
- Market-ready DLT solutions with short term delivery timelines
- Recognised as an industry partner to work on value-add business use cases for DLT
- Senior stakeholder management (internal and external)
Helping a leading investment bank improve its client on-boarding processes into a single unified operating model
Our client, like many banks, were facing multiple challenges in their onboarding and account opening processes. Scalability and efficiency were two important metrics we were asked to improve. Our senior experts interviewed the onboarding teams to document the current process and recommended a new unified process covering front, middle and back office teams.
We identified and removed key-person dependencies and documented the new process into a key operating manual for global use.
Helping Clarivate Analytics define a financial services (FS) go-to-market strategy for intellectual property data
We were asked by Clarivate to analyse their IP data and identify where it might be useful in financial services, based on our industry experience. We created and reviewed 39 use cases, interviewed 59 financial services specialists, and reviewed 150 potential partner companies.
We developed four value propositions and recommended 16 projects to execute the strategy.
Helping a global investment bank design & execute a client data governance target operating model
Our client had a challenge to evidence control of their 2000+ client data elements. We were asked to implement a new target operating model for client data governance in six months. Our approach was to identify the core, essential data elements used by the most critical business processes and start governance for these, including data ownership and data quality.
We delivered business capability models, data governance processes, data quality rules & reporting, global support coverage for 100+ critical data elements supporting regulatory reporting and risk.
Helping a global investment bank reduce its residual risk with a target operating model
Our client asked us to provide operating model design & governance expertise for its anti-financial crime (AFC) controls. We reviewed and approved the bank’s AFC target operating model using our structured approach, ensuring designs were compliant with regulations, aligned to strategy, and delivered measurable outcomes.
We delivered clear designs with capability impact maps, process models, and system & data architecture diagrams, enabling change teams to execute the AFC strategy.
Helping ARX, a cyber-security FinTech with interim COO services to scale-up their delivery
We were engaged by ARX to provide an interim COO as they gaining traction in the market and needed to scale their operations to support their new clients. We used our financial services delivery experience to take on UX/UI design, redesign their operational processes for scale, and be a delivery partner for their supply chain resilience solution.
Due to our efforts, ARX were able to meet their client demand with an improved product and more efficient sales & go-to-market approach.
Helping Bloomberg improve its data offering for its customers
Bloomberg wanted us to help review and refresh their 80,000 data terms in order to build a clear ontology of related information. We identified & prioritised the core, essential terms and designed new business rules for the data relationships. By creating a system-based approach, we could train the Bloomberg team to continue our work as BAU.
We improved the definitions, domains, and ranges to align with new ontologies, enabling their 300,000 financial services professionals to make more informed investment decisions.
Helping a Japanese investment bank to develop & execute their trading front-to-bank operating model
Our client wanted to increase their trading efficiency by improving their data sourcing processes and resource efficiency in a multi-year programme. We analysed over 3,500 data feeds from 50 front office systems and over 100 reconciliations to determine how best to optimise their data.
Streamlining their data usage and operational processes is estimated to save them 20-30% costs over the next five years.
Helping a global consultancy define & execute its UK FinTech Strategy
Our client had developed 39 FinTech value propositions and we were asked to assess the propositions and prioritise when, and how, to go to market. We used our financial services experience and FinTech network to plan the best approach, through outreach, warm introductions, and events.
Our approach led to successful introductions with new prospect FinTechs in payments, neo-banks, and crypto firms within four months.
Helping GLEIF build out a new ISO standard for official organisational roles (ISO 5009)
GLEIF engaged us as financial services data experts to identify, analyse, and recommend relevant organisational roles for in-scope jurisdictions based on publicly-available laws & regulations. We looked at 12 locations in a four-week proof-of-concept, using automated document processing
Our work helped GLEIF to launch the ISO 5009 in 2022, enabling B2B verified digital signatures for individuals working in official roles. This digital verification speeds up onboarding time and increases trust.