Selected experience
Experience measured by practical outcomes
The examples below illustrate work delivered by the principal consultant behind Capital Business Technology in senior employed and consulting roles. They are anonymised to respect commercial confidentiality and focus on the challenge, contribution and result.
Case study 1
Transforming customer onboarding from days to hours
The challenge
A complex merchant-onboarding journey involved delays, hand-offs and fragmented information. The experience affected speed to revenue, operational effort and the service provided to merchants.
The contribution
Led the analysis of the end-to-end journey, bringing together commercial, operations, product, technology, risk and compliance perspectives. Helped establish the root causes, define the future-state process and align stakeholders around deliverable changes.
The outcome
Merchant onboarding was reduced from approximately eight days to less than 24 hours, creating a faster experience and a more effective operational process.
Case study 2
Simplifying a complex product and platform estate
The challenge
Multiple platforms and overlapping capabilities were creating cost, complexity and difficult strategic choices. Any consolidation decision needed to balance commercial value, customer commitments, operational risk and technology feasibility.
The contribution
Helped shape the platform strategy, assess capabilities and dependencies, and create the evidence needed for senior decisions. Worked across business and technology stakeholders to distinguish genuine duplication from strategically important capability.
The outcome
The resulting consolidation programme generated several million euros in annual savings while retaining strategically important capability where the evidence supported it.
Case study 3
Creating a single customer view for regulatory remediation
The challenge
A multi-market AML remediation initiative required a consistent view of customers across fragmented systems and processes. The work involved regulatory urgency, complex data and multiple business and technology stakeholders.
The contribution
Led analysis across the affected domain, aligning stakeholders on the customer view, business rules, data needs and delivery priorities. Translated regulatory and operational requirements into a coherent change approach.
The outcome
Established the first single customer view for the relevant business area, strengthening the foundation for remediation and future customer management.
Case study 4
Building a high-performing analysis capability
The challenge
A growing payments organisation needed greater consistency, capacity and professional leadership across business analysis. Roles, standards and development routes required clearer definition.
The contribution
Built and led a business analysis function of 16 professionals and two graduate analysts. Introduced structure around recruitment, role expectations, professional development, quality and engagement with product and delivery teams.
The outcome
Created a stronger, scalable analysis capability able to support complex merchant and partner initiatives, while developing internal talent and clearer professional practice.
Case study 5
Rationalising products and technology for future growth
The challenge
A major payments business had a complex product and technology landscape that constrained agility and increased the cost of change. A clear route towards more modular services was needed.
The contribution
Initiated and shaped a multimillion-pound rationalisation programme, connecting product needs with technology strategy and supporting the move towards a microservices-based approach.
The outcome
Established the direction and foundation for a strategic simplification programme designed to reduce complexity and improve the organisation’s ability to evolve its proposition.
Case study 6
Improving management information and operational performance
The challenge
Decision-makers across a 15-country banking environment needed more reliable information and a clearer view of operational performance. Existing reporting limitations affected accuracy and management action.
The contribution
Led business intelligence and performance improvement work across the international operation, strengthening reporting, measures and decision support.
The outcome
Reporting accuracy improved by up to 90%. Related operational initiatives delivered more than £1.8 million in annual staff-cost savings, while another programme contributed approximately £8 million in annualised benefit.
Confidentiality note: Client and employer names are not attached to individual examples. Further context may be discussed where appropriate and subject to confidentiality obligations.
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