CASE 01 · MULTI-MARKET LENDER | CONFIDENTIAL
Designing an integrated model for controlled portfolio growth
A growth operating model aligning product priorities, funding, risk, portfolio economics and performance management.
CONTEXT
A lending group operating across several markets, with growth targets set at group level and delivery split across country teams. The mandate covered the operating model connecting product, funding and portfolio management.
THE CONSTRAINT
Product priorities, funding plans and risk decisions were made in separate cycles, so growth in one market could quietly consume funding and risk capacity needed in another.
WHAT WE DID
- Mapped how product, funding, risk and portfolio decisions were actually made
- Designed a group operating model linking product priorities to funding and portfolio economics
- Built a portfolio and unit-economics view for group and country leadership
- Set a performance cadence connecting weekly commercial decisions to portfolio outcomes
- Supported leadership through the first operating cycles
WHAT CHANGED
Growth decisions moved onto one portfolio view. Funding, product and risk priorities are now argued from the same numbers in the same meeting, and portfolio economics are managed as a weekly routine rather than a reporting afterthought.
Capital & Funding Product & Distribution Technology, Risk & Operations
Explore Scale → CASE 02 · BANK PARTNERSHIP | CENTRAL ASIA
Designing a new retail lending proposition
A commercial proposition, financial model and operating blueprint built around the bank's growth and profitability objectives.
CONTEXT
A regional bank exploring a new retail lending proposition, with the partnership and operating design still open. The mandate was to shape the proposition and the blueprint to run it.
THE CONSTRAINT
The opportunity was clear at board level, but there was no connected view of product, pricing, risk and operations to decide against.
WHAT WE DID
- Assessed the market and the bank's starting position
- Designed the commercial proposition and pricing logic
- Built the financial model behind the launch decision
- Defined the operating blueprint across risk, technology and servicing
- Prepared the launch roadmap with the bank's leadership team
WHAT CHANGED
The proposition moved from an idea to a decision-ready design. The board discussion shifted from whether to lend to how to launch, with the model, blueprint and roadmap in one package.
Product & Distribution Capital & Funding Technology, Risk & Operations
Explore Launch → CASE 03 · FINTECH PLATFORM | EUROPE
Building the data and operating layer for scalable lending
A practical roadmap linking reporting, decisioning, automation and funding requirements to the target operating model.
CONTEXT
A European fintech platform scaling its lending operation on infrastructure built for an earlier stage. The mandate covered the data and operating layer for the next phase of growth.
THE CONSTRAINT
Reporting, decisioning and automation had grown as separate fixes, so scaling volume meant scaling manual work, and funding conversations lacked a reliable data foundation.
WHAT WE DID
- Audited the data, reporting and decisioning landscape
- Prioritised automation and decisioning use cases by operating value
- Designed the target data and operating architecture
- Linked funding requirements to the reporting roadmap
- Set implementation governance with the internal team
WHAT CHANGED
The platform gained one roadmap connecting reporting, decisioning and automation to funding requirements, owned by the internal team and sequenced by operating value rather than by tooling preference.
CASE 04 · BNPL PLATFORM | MENA
Turning merchant activation into a managed growth system
An activation framework linking merchant onboarding, early transaction behaviour and commercial team cadence to portfolio outcomes.
CONTEXT
A BNPL platform in MENA growing merchant coverage faster than merchant performance. The mandate was to turn merchant activation into a managed growth system.
THE CONSTRAINT
Merchants were onboarded but not activated. Early transaction behaviour was not read as a signal, and the commercial team's routine was disconnected from portfolio outcomes.
WHAT WE DID
- Analysed onboarding and early transaction behaviour across the merchant base
- Designed an activation framework from onboarding to steady transacting
- Connected commercial team cadence to activation and portfolio signals
- Built the management view for weekly activation decisions
- Supported the rollout with the commercial leadership
WHAT CHANGED
Merchant activation became a managed weekly system rather than a sales afterthought. The commercial team now works to activation signals connected to portfolio outcomes.
CASE 05 · CONSUMER LENDER | EASTERN EUROPE
Restoring portfolio economics in a stressed market
A turnaround programme rebuilding underwriting, collections and unit economics under severe market disruption.
CONTEXT
A consumer lender in a market under severe disruption, with portfolio performance deteriorating across vintages. The mandate was a turnaround of underwriting, collections and unit economics.
THE CONSTRAINT
Underwriting and collections were reacting to the market instead of managing it. Decisions lagged the data, and unit economics were visible only after the quarter closed.
WHAT WE DID
- Rebuilt the underwriting view around current vintage behaviour
- Reset collections priorities and routines against portfolio segments
- Established a weekly unit-economics and portfolio review
- Aligned funding and origination volume with what the portfolio could carry
- Worked alongside management through the stabilisation period
WHAT CHANGED
Collections performance became a managed weekly routine rather than a quarterly surprise, and origination decisions are now taken against current portfolio behaviour rather than last quarter's report.
CASE 06 · CONSUMER LENDER | CENTRAL EUROPE
Automating origination and decisioning end to end
A lending automation programme connecting origination flow, decisioning logic and operational handoffs.
CONTEXT
A consumer lender running origination and decisioning on manual handoffs between systems and teams. The mandate was to automate the flow end to end.
THE CONSTRAINT
Each application crossed several tools and queues, so throughput depended on headcount and decisioning logic was applied unevenly.
WHAT WE DID
- Mapped the origination flow from application to payout
- Redesigned decisioning logic as one governed rule set
- Automated handoffs between origination, decisioning and servicing
- Selected vendors against the target architecture
- Governed implementation with the internal delivery team
WHAT CHANGED
Origination now runs as one automated flow with decisioning applied consistently, and the operating conversation moved from clearing queues to improving the logic.
ENGAGEMENTS ARE CONFIDENTIAL BY DEFAULT. CLIENT NAMES AND FIGURES APPEAR ONLY WITH WRITTEN APPROVAL.