Financial services leaders are asked for two things that pull in opposite directions: grow the relationship, and prove every step of it to a regulator. Most institutions solve the second with manual process and pay for it with the first. We build the operating layer where onboarding, servicing and evidence happen in the same motion.
Every institution in this sector sells the same underlying product — confidence that money will be handled correctly. What differs is how much friction sits between a client's intention and the institution's ability to act on it, and how much of the evidence trail is produced by hand. Technology moves both, and the sub-sectors below move differently.
Commercial relationship management, loan origination workflow, deposit growth campaigns and the CRA and BSA evidence that an examination will test.
Member onboarding and servicing, household-level relationship view, product penetration analysis, and member experience across branch, phone and digital.
Client onboarding and suitability, household and entity relationships, advisor productivity, and the record-keeping obligations that outlive any individual advisor.
Quote and bind workflow, policy servicing, claims coordination, producer management and commission tracking.
Origination pipeline, credit approval workflow with a documented decision trail, covenant monitoring and portfolio concentration reporting.
Partner and merchant onboarding, risk and dispute operations, and the control environment a sponsor bank will diligence before it says yes.
The return in financial services arrives from three directions at once. Growth: relationship managers spending more time in front of clients because onboarding stopped consuming their week, and cross-sell finally visible at household level. Cost: exception handling, rekeying and reconciliation removed from servicing operations. And risk: examination findings avoided, remediation projects not run, and the very large cost of a consent order that never happens. The third is the hardest to put in a business case and often the largest.
The core banking or policy administration system is the record. Everything a client experiences happens somewhere else.
Fiserv, Jack Henry, FIS, Guidewire, Duck Creek or a portfolio accounting platform. These stay. Replacing a core is a multi-year decision that should never be made to solve a CRM problem, and we will say so.
Where the client relationship actually lives: pipeline, onboarding, KYC, applications, approvals and servicing. Most institutions run this on a patchwork of the core's weakest module, a separate origination tool and a great deal of email.
KYC and CDD evidence, sanctions and adverse media screening records, SAR workflow, complaints handling, model documentation and the access reviews an examiner opens with.
Product and relationship profitability, portfolio concentration, deposit and loan analytics, and regulatory reporting assembled from governed data rather than from a heroic spreadsheet.
Four recurring problems, with the outcome the executive committee is really asking for.
A commercial client waits eleven days to open an account because documents are collected by email, checked by hand and re-requested twice. The relationship manager spends the week chasing rather than selling.
The outcome leaders ask forOnboarding cycle time cut materially, with document collection, screening and approval tracked in one workflow and the evidence produced as a by-product.The institution knows about a checking account, a mortgage and a commercial loan. It does not know they belong to the same household or ownership group, so pricing, risk and cross-sell decisions are made on a fragment.
The outcome leaders ask forA household and entity-level relationship view that supports pricing, concentration and cross-sell decisions from complete information.Approvals, exceptions, screening results and access reviews live across systems and inboxes. Examination preparation becomes a months-long project staffed by the people you can least spare.
The outcome leaders ask forContinuous, complete evidence: every decision timestamped with who approved it and on what basis, retrievable in minutes rather than reconstructed.Finance, risk and the business bring different numbers to the same meeting because each pulls from a different extract with different definitions and different timing.
The outcome leaders ask forOne governed reporting layer with agreed definitions and lineage, so the committee spends its time on the decision rather than on whose number is right.The institutions that get ahead of examinations do not work harder at preparation. They change when the evidence is captured — from afterwards to during — and preparation stops being a project. The institutions that get ahead of examinations do not work harder at preparation
We baseline from your existing cycle-time and exception data before agreeing any target.
Faster commercial and wealth onboarding through workflow and document automation
Hours returned to relationship managers for client-facing work
More qualified opportunities identified at household level
Time to produce the decision trail for any account or approval
Reduction where evidence is captured continuously
One governed reporting layer across finance, risk and the business
How to read these: How to read these: the figures above are typical ranges we plan and measure against, not guarantees. In your first engagement we agree the baseline, the target and the measurement method in writing, then report against them.
Onboarding is the usual starting point, because it is where growth and compliance meet most visibly.
The client-facing spine: pipeline, application, document collection, screening, approval and activation in one tracked workflow.
The control environment, built so that evidence is a by-product of normal work rather than a separate exercise.
One governed layer where finance, risk and the business finally agree on the numbers.
The platform provides the relationship, workflow and case management layer. Our work is fitting it around a core system that is staying and a control environment that has to hold.
Environment design, data migration, configuration, testing and go-live for the Dynamics 365 applications your operation actually needs — to a fixed price and a fixed date. In this sector that means the control design, audit configuration and access model are settled before the first workflow is built, because retrofitting them is what makes projects expensive.
Where the standard product stops short, we extend it with model-driven apps, Power Apps, Power Automate flows and custom tables rather than bolting on a separate system. Product structures, approval thresholds and screening rules change with policy, so we build them as configuration your compliance team can adjust under change control.
Managed application support after go-live: a named team, an agreed response time, release management for Microsoft's twice-yearly waves, and a backlog we work through with you. Transaction-hours coverage, plus release management aligned to your change freeze windows and examination calendar rather than to Microsoft's default schedule.
Connecting Dynamics 365 to the systems you are keeping — with monitored, re-runnable interfaces and a documented contract for every field that moves. Interfaces to Fiserv, Jack Henry, FIS, Guidewire and portfolio systems, built to be monitored, re-runnable and reconcilable — with a documented contract for every field that moves.
We design to the assumption that an examiner will eventually ask how a decision was made, by whom, and on what information. If a workflow cannot answer that question, we do not consider it finished.
What each application is genuinely good at in a regulated institution.
Household and entity hierarchies, referral tracking between business lines, and pipeline visibility for commercial and wealth teams. Relationship intelligence surfaces which colleague genuinely has the connection before an approach is made.
Case management with regulatory clocks built in: complaint acknowledgement and resolution deadlines, dispute workflow, and the full interaction history an examiner will ask to see.
Multi-entity financial management with the dimensional structure to report by product, branch, region and relationship — plus the audit trail expected of a regulated entity.
Client segmentation, lifecycle journeys for onboarding and activation, attrition risk signals, and consent handling that respects your privacy obligations at individual level.
KYC checklists, exception approvals, covenant monitoring, model inventories and access review workflows — built inside your tenant with your data classification and retention policies applied.
We design to the assumption that an examiner will eventually ask how a decision was made, by whom, and on what information. If a workflow cannot answer that question, we do not consider it finished.
In this sector the constraint is rarely technical. It is the control environment, and the people who own it need to be in the room from the beginning.
We work through a real onboarding and a real servicing case end to end, including every exception.
We agree outcomes with the business, risk, compliance and audit together — not sequentially.
We design the control and evidence model first, then the workflow that sits on top of it.
We build, integrate with the core, migrate and train, sequenced around your change freeze calendar.
We measure cycle time, exception volume and evidence retrieval against the agreed baseline.
Your compliance and internal audit functions review the design before we build, and we document the control decisions as we go. It adds a fortnight at the start and routinely saves a quarter at the end.
We build for the examination that has not happened yet, which is a different discipline from building for the demo.
Access, segregation of duties, audit trail and retention are architecture decisions we make in week one. Institutions that leave them to the end pay for them twice.
Core replacement is a strategic decision with its own multi-year business case. We will not let a CRM project turn into one, and we will tell you plainly when your core genuinely is the constraint.
If capturing a client interaction takes longer than not capturing it, the record will be incomplete and every downstream report will be wrong. Adoption is a design responsibility, not a training problem.
The same team owns the application, the identity model, the integration and the managed service afterwards — so there is nobody to point at when something needs fixing.
Two illustrative engagements showing the shape of the work.
Commercial account opening involved three teams, a shared mailbox and a document checklist that lived in a Word file. Relationship managers spent more time chasing paperwork than meeting clients.
Products were held at account level with no household relationship. Cross-sell campaigns targeted individuals, sometimes offering a product the household already held, and member service could not see the full picture.
Short pieces on the decisions institutions are weighing now.
Why examination preparation is a symptom rather than a process, and the four control points that change the economics.
Read moreData classification, retention and the questions your risk committee should be asking before the first licence is assigned.
Read moreHow to get modern client experience without a core conversion, and the integration patterns that hold up under audit.
Read moreGive us one product and one client type — commercial deposit, wealth household, specialty loan. We will build a working demo of that onboarding workflow, with your document checklist and your approval thresholds, and walk your business and compliance leads through it together.
Describe the situation in your own words.
