Digital Transformation

Client: Financial Services Institution

Challenge 

• Build a digital function within a financial services institution to monetise their data and analytics capabilities.

Approach

• Re-organised the existing, and underperforming, delivery capability to remove silos and create multiple cross functional delivery teams.
• Instilled a culture of continuous improvement and best practice engineering standards across all teams.
• Selection, negotiation, and on-boarding of a 3rd party product to provide a market leading data analytics platform.

Results

• Delivered commercial products across risk and data analytics generating £38m.  Improved delivery velocity by 30%, delivered a 3 x increase in deployment frequency and reduced production defect rates to zero.

Client: Tier 1 Investment Bank

Challenge

• Implement a location strategy to reduce the footprint of non-revenue generating functions in high-cost locations and move these to a low-cost location (viz. Bangalore)
• Deliver an external facing Digital Channels Single Dealer Platform, using staff in Bangalore.

Approach

• Hired a core team of 10 staff in Bangalore (interviews and decisions within 48 hours) and rapidly grew this to a fully cross-functional delivery team of 26 over the next 2 months.
• Gradually ramped down capability in high-cost locations (e.g., London, New York and Singapore) whilst ensuring no degradation to service or negative impact on programme delivery timelines.
• Built a highly cohesive working relationship between remaining staff in London, New York, Singapore, and Bangalore to build the Single Dealer platform.

Results

• Delivered the Single Dealer Platform generating £50m in revenue and reduced development costs by 20%.  
• Established the development and core technical components that would form the foundation of a more efficient delivery capability going forward.

Client: Global Insurance provider

Challenge

• Our client, a Global Insurance Company, has numerous disparate business processes and systems. They were embarking on a global program to align their business processes to accommodate a new system and allow for a more seamless transition and implementation. They needed to document all the business procedures and process maps across all product lines.

Approach

• Took the client’s global design and transformed it to fit the various products for their new business and renewal submission process in addition to the post bind process.
• We led workout sessions to roll out the global design, facilitated meetings with the subject matter experts to document the target detailed design by product.
• Created and maintained the implementation workbooks.

Results

• Detailed, streamlined process maps across the various lines of business.
• Standardized cross-functional design for the target state
• Identified process for easily identifying ongoing process improvements
• A finalized structure of business processes ready to support the business in the transition to the new system.

Client: Leading US Investment Bank

Challenge

• Charles Alan was asked to provided guidance and advisory support to businesses for the end-to-end Third Party Risk Management process for all Cloud vendors and Service providers.

Approach

• Project managed a vendor specific ongoing strategy and action plans for the top 20 technology vendors across the enterprise, with a primary goal of driving successful outcomes from the vendor base while providing analysis & reporting of vendor risk and performance to stakeholders
• Conducted Risk Analysis to identify current problematic / risky security practices in use based on regulatory standards 
• Conducted security reviews of Cloud vendors, Service providers (Cloud InfoSec) through defined processes and tools; identified vendor risks where controls did not measure up to proscribed security requirements.
• Vetted and reviewed SOC-2 Type-2 reports for SaaS Vendors
• Drove remediation of identified vendor risks related to completed third party security reviews.
• Facilitated the vendor management and security assessment process by working with other information security staff to evaluate vendor risks, coordinating communication with the risk owner and vendor, and ensuring proper approval of risk exceptions if necessary.

Results

• Established and managed the vendor management framework and associated processes for all technology vendors
• Implemented compliance benchmarks for vendors and due diligence required thereof
• Managed and streamlined the detailed Enterprise SOW process.