Industries
Delivery that holds up under scrutiny.
Banks, asset managers, insurers, and credit unions run on delivery that has to be both fast and defensible. This is where we have done the most work, and where our results are easiest to check.
Book a consultationWhat we do
From the operating model to the tooling underneath it.
Financial services rewards delivery that can move quickly and still show its working. Both halves of that are the job.
Agile and SAFe transformation
Standing up the operating model and scaling it from team to portfolio. This is our deepest track record, and most of it was earned in banks, insurers, asset managers, and credit unions.
Developer productivity
Finding where delivery actually loses time, then fixing it: workflow, tooling, review cycles, and the handoffs nobody owns.
Delivery tooling and Atlassian
Auditing, consolidating, and standardizing the Jira and Atlassian estate. Licence waste and project sprawl are usually the fastest saving available.
Data foundations and analytics
The governed pipelines and semantic layers that reporting and risk models depend on, built so the numbers agree across the business.
Risk, controls and governance
Delivery that holds up to audit. Decision rights, evidence, and controls that live in how teams work rather than in a binder.
Capability building
Training and coaching that leaves your own people running the operating model, so the improvement does not leave when we do.
Proof, not promises
A $500 billion investment manager, developer productivity up 40%.
The firm needed its engineering organisation to move faster without loosening the controls it operates under. Working through the delivery model and the tooling together, developer productivity rose more than 40 percent.
Read the case study →A $250 billion private equity firm
A Jira assessment found 40 teams across more than 160 unconnected projects. Consolidation made delivery visible and cut $180,000 a year from the Atlassian estate.
Read the case study →A west coast credit union
An agile implementation that cut time to market by 34 percent, with the practices left in the hands of the credit union’s own teams.
Read the case study →The Middle East’s largest bank
An agile maturity baseline across 36 squads, giving the bank an honest starting picture before it committed to a transformation programme.
Read the case study →Common questions
Questions we hear often.
Why does agile keep stalling in financial services?
Usually because it was installed at team level and never reached portfolio, funding, or risk. The ceremonies change, the operating model does not, and delivery goes back to where it was inside a year.
Can you work inside our regulatory constraints?
Yes, and we would rather design around them at the start than discover them at go-live. Evidence, decision rights, and audit trails are part of the operating model we build, not something added afterwards.
What tends to pay off first?
Tooling and the delivery estate. It is measurable within a quarter, it does not require anyone to change how they work, and it usually funds the rest of the programme.
Do you work with asset managers as well as banks?
Yes. Our work spans investment managers, private equity, retail and commercial banks, credit unions, and insurers, which are different enough that we would want to talk specifics before claiming a fit.
Next step
Let us talk about your delivery.
Bring us the problem as it actually is. We will tell you what will work, what will not, and what it will take.
Book a consultation