Leading change in a post-crisis environment

In this global time of uncertainty, we help the senior leadership of financial institutions address their most pressing strategic and operational problems.

Banking and Asset Management

Over the past 18 months, financial services providers have experienced a rapidly shifting landscape—failure of long-term market leaders, frozen credit markets, eroding consumer demand, a rapidly shifting regulatory environment, and the emergence of stronger competitors due to consolidation. Finding a stable operating model in the new environment and rebuilding trust are the most significant imperatives for the leadership of financial institutions.

We help the senior leadership of financial institutions with their most pressing strategic and operational problems. We go beyond articulating a strategy—we ensure the successful execution of strategy. Our leadership team brings a combination of pragmatic operational experience in a range of sectors, as well as deep functional expertise across the enterprise. We serve clients in a range of sectors including:

  • Retail and small business banking
  • Asset management and brokerage
  • Wealth management
  • Mortgage banking
  • Auto and student lending
  • Credit cards

From a functional perspective, our practice leaders have expertise in:

  • Corporate and business unit strategy
  • Channel management, sales force management
  • Operational productivity improvement
  • Product innovation and product management
  • IT strategy and business / IT alignment
  • Operational risk management
  • Strategic sourcing and procurement optimisation
  • Shared service design and implementation
  • Strategic partner evaluation, merger planning, and post-merger integration


P&C companies weathered the recession better than most financial services companies largely by pricing to the bone to retain customers. Agents, brokers, and other intermediaries have performed in line with their markets, though with the solace that comes from providing advice and risk placement/management services rather than assuming risk.

With little to negative underwriting income and investment income stagnant, carriers need to intensify focus on expense ratios while continuing to emphasize disciplined underwriting. On the revenue side of the equation, the returns will likely come from investments in retention—becoming easier to do business with and developing and rewarding the right channel partners. Additional growth ought to come from targeted, niche-based acquisitions that can be easily integrated with existing operations.

Brokers and agents are expecting this to be the year a hard market emerges. But as they say, hope is not a strategy. Brokers must focus on providing value to their customers—building niche expertise that enables tailored services, the right insurance program advice, and preferential market access and pricing. Brokers and larger independent agencies should seek to continue to pursue attractive acquisitions and address a graying producer workforce.

Our mission is to see to it that our clients prosper under whatever economic conditions exist and outperform their competitors and the industry as a whole. Our insurance practice is focused in three areas:

  • Distribution Channel Optimisation — Building distribution strategies and constructing and managing distribution networks to maximise production
  • Cost Management — Managing costs to the lowest level consistent with service and quality objectives, especially when it comes to claims management
  • Technology Strategy & Planning — Using IT to maximum business advantage, setting priorities and investment levels, and optimising performance


Financial Institutions Contact

Doug Rooney
Managing Director