Case Study 07 — IT Services / Financial Services
IT Asset Management & Product Operations
Helped a growing IT services company win a competitive banking RFP and build the internal delivery operations to make good on it — and every engagement that came after.
The Challenge
The company had good people and real capability, but delivery was ad hoc. Quality issues surfaced late. Bids went out with estimates that didn't hold. New client engagements took too long to get moving. And simultaneously, they were in a competitive RFP for a high-value banking client that required a credible product scope and cost model. You can't fix your operations and win new business at the same time — unless someone takes both on as their job.
The Approach
- 01Scoped the banking client's MVP from scratch — not to produce a document, but to give the bid team something defensible to stand behind
- 02Built effort estimates that reflected how design actually works: what genuinely takes a day, what takes a week, and why the difference matters
- 03Set up a QA tracking system that surfaced problems early — not at UAT, when fixing them is expensive
- 04Created onboarding templates so starting a new client engagement stopped feeling like starting from zero every time
Banking Client MVP
- A wealth management mobile app scoped specifically for what high-net-worth clients actually need — not a generic fintech feature list
- Effort estimated phase by phase, feature by feature — something an evaluation panel could interrogate, not just accept
- Scope tight enough to be winnable, credible enough to be deliverable
Product Operations
- QA tracking that gave leadership visibility into defect trends, not just defect counts
- Estimation frameworks reused across bids — accuracy improved because the model got better with each engagement
- Onboarding process that got new projects to productive delivery faster and more consistently
Outcomes
- RFP submitted on time with a scope and cost model the client could trust — and that the team could actually deliver
- Quality issues surfaced earlier — the feedback loop between QA and delivery tightened across all active engagements
- Leadership gained real-time visibility across projects without chasing status updates
- New engagements spun up faster as onboarding became a repeatable process, not a scramble
Key Takeaway
Growing delivery organisations treat process as the enemy of speed. It's the opposite. The right lightweight frameworks — estimation, QA, onboarding — are what make it possible to move fast without things breaking quietly behind you.
Customer name withheld by agreement.
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