Revenue & Cost Optimisation

Front-to-back Lean

A comprehensive Lean review of a global bank's primary loans and credit processes across London and New York eliminated manual waste, optimised risk-weighted asset allocation and released capital. Twenty-five million dollars of cost was taken out and 1.1 billion dollars of RWA reduction released 150 million dollars of capital, through disciplined process redesign rather than headcount theatre.

Cost-to-income, lever by lever

We decompose the cost-to-income ratio into the handful of levers that actually move it in a GCC bank: operations productivity, technology run cost, third-party spend, distribution footprint and the revenue denominator. Each lever gets an owner, a baseline and a monthly tracking cadence.

Strategic sourcing and third-party spend

Third-party spend is often the largest addressable cost pool and the least governed. We run category strategies, renegotiate the contracts that matter, and put in place the demand management that stops the saving leaking back.

Revenue and pricing

Pricing studies, fee-structure redesign and product profitability analysis that identify where value is being given away. Combined with our marketing practice, this turns the revenue side of the ratio into a lever rather than a given.