From debate
to delivery.
Recent engagements. Each one started with an idea a firm had debated for too long, and ended with results and tools that stayed after we left.
Building an FX business from scratch at a major capital markets institution
The client A large Capital Markets firm that wanted to launch FX services for its clients.
The challenge
For more than two years, experts and managers had discussed the opportunity without reaching a conclusion. The organisation lacked:
- confidence that the business could work;
- scalable in-house FX expertise;
- a credible business case and revenue projection;
- alignment on what to do and how.
Our approach: The Shift
- Really? We tested the idea against the market. We analysed the FX landscape and captured the voice of the client to establish real demand. We tested all assumptions of the revenue models including pricing assumptions and scenarios.
- And? We built an integrated business case covering revenue, cost, risk and the solution blueprint.
- Now? We challenged the cost of waiting any longer.
- Unlock. We resolved the critical choice between building in-house, partnering and buying technology, and drove the culture change needed to move.
- Perform. We designed the go-to-market and communication plan and handed over tools to run the business.
The result
In six months, two years of debate became clarity, alignment and firm-wide support behind one business case.
What we left behind
Apps now used to manage the business day to day, including a strategy simulator and a P&L simulator.
Rebuilding pricing for capital markets products
The client A capital markets provider whose pricing had grown by accretion rather than design.
The challenge
The client had no clear view of whether its prices reflected cost, competition or the value clients placed on its services. Revenue was leaking through inconsistent pricing and discounting.
What we did
- A 360-degree review of the existing pricing strategy, challenging every assumption.
- A detailed cost model, so each price could be tested against the true cost to serve.
- Competitor analysis, used to stress-test the new pricing against the market.
- Client research on how clients perceive value, so the price reflected what clients will pay for.
- An economic model linking pricing decisions to revenue and profitability.
The result
More precise pricing, and the revenue leakages removed: +20% revenue and +25% profitability.
What we left behind
Pricing apps used by the sales team to position and optimise prices in client conversations.
A partnership strategy across the capital markets value chain
The client A capital markets firm that needed to decide which parts of its value chain to keep in-house and which to source from a partner.
The challenge
The firm needed to decide what to outsource, get the whole firm behind that decision and turn it into a workable partnership with a leading financial institution.
What we did
- Partnership strategy mapped along the client’s entire value chain, with a clear rationale for every component kept or outsourced.
- Detailed operating model for the outsourced components, with buy-in from risk, compliance, technology, finance, business and operations.
- Partnership agreement covering the revenue-sharing approach and its impact on the economic model: revenue, cost and profitability.
- Legal and business alignment between the two parties, and a working model for collaboration.
The result
A signed partnership agreement with a leading financial institution in capital markets, backed by the entire firm.
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