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Client context

The client was formed by combining two established enterprise software businesses into a larger, more complex fintech group focused on mission‑critical applications for financial institutions. The new entity needed to centralise key functions, rationalise its technology landscape, and realise synergies without disrupting services for global customers.

Objectives

• Define a clear target operating model for selected corporate and customer‑facing functions, including location strategy and off/near‑shore capabilities.
• Protect service reliability and customer satisfaction while integrating teams, platforms, and processes.
• Rationalise and modernise the technology architecture across finance, HR, sales, data, and collaboration platforms.
• Run structured selection processes for new platforms and implementation partners, and support onboarding and mobilisation.
• Establish integration governance and cadence that gave the board and executive team transparent oversight.

Approach

• Designed an integration blueprint covering central functions (finance, HR, IT, operations, selected GTM functions) and prioritised initiatives by value, risk, and complexity.
• Conducted an architecture review across core domains, assessing existing platforms and defining target states leveraging ecosystems such as Workday, Salesforce, Snowflake, Microsoft, and complementary solutions.
• Ran RFPs for key software platforms and implementation partners, including scoping, vendor evaluation, recommendation, and support through contract negotiation and onboarding.
• Worked with functional leaders to define target operating models, including role design, governance, process ownership, and the initiation of offshore and nearshore resourcing capabilities.
• Set up integration governance (steering, workstreams, decision rights) and a tracking framework for synergies, risks, and readiness across the programme.

Outcomes

• The client completed its initial integration phases while maintaining strong service levels for mission‑critical products and platforms.
• Key corporate and customer‑facing functions transitioned to clearer operating models with defined ownership, decision paths, and resourcing structures, including new offshore and nearshore capabilities.
• A more coherent target architecture and platform roadmap was established across HR, finance, sales, and data, with selected vendors and implementation partners mobilised through structured RFPs and onboarding.
• The group now has a repeatable playbook for future integrations and change initiatives, combining clear operating models, architecture principles, and governance.

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