CORE BANKING
MODERNISATION
PROGRAM
This AU$1.5b initiative modernised the retail and commercial arms of the bank’s core technology, while achieving customer-centricity. Our CEO and many of our current consultants were involved from the program’s very start having leadership accountability for technology solution delivery and project management. Following the bank’s waterfall and agile methodologies, our team members were accountable for a delivery budget of up to AU$350m, while managing teams of 20-550 FTE over a period of six years.
Core Banking
Transformation
Program
This AU$250m initiative achieved customer-centricity, replacement of every day banking, home lending and cards core technologies while re-platforming the company’s internet presence and enabling the bank’s first data harbour and systems of insights technology. Our consultants were intimately involved with end-to-end program delivery, managing large teams on shore and off shore. We led the transformation of the retail lending business through enablement of white-label digital solutions.
Customer Service
Hub Program
This was an AU$1.2bn initiative, which was the largest project our client had ever invested in. This marked an important step in our client’s push to simplify and improve processes and customer experience. This bank re-engineered its end-to-end home loan experience, enabling customers to complete all steps of the process online from mortgage application and progress tracking all the way to offer acceptance, while their customers also received expert lending help along the way. The project was designed to respond to the booming demand in Australia for a truly digital mortgage experience. Our consultants led the successful delivery of the project from end to end with dozens of our consultants working across multiple teams in the bank to ensure complete program delivery, managing large teams on shore and off shore. Immediately after the launch of the customer service mortgage hub, our client saw a sharp lift in digital home loan applications.
