Project descriptionBusiness IssueThe Solution
Strategy Development – Trade and Service Company The company has outgrown its original market. Further development of the enterprise depends on successful transformation to a more service oriented business model and internationalization. Series of direct interviews with key customers, employees and management of the company, combined with extensive review of industry and market trends were used to develop clear understanding of the current position of the organization and possible ways of taking it to the next level. This knowledge was the basis for a series of leadership workshops, during which, using Design Thinking methodology, new value proposition statement and updated business model were designed. The project concluded with a strategic road map for the transformation of local business and for the entry into foreign markets.
Risk Management Framework Design – Pre-license banking start-up The entity develops a bank as a service platform for an European jurisdiction. The initial pre-license phase project focuses on the systems and regulatory compliance frameworks development. One of the frameworks that required design and development is the Operational Risk framework. A complete set of governing documentation for the Operational Risk Management System in the Bank was delivered. It included Operational Risk Strategy describing the details of the organization of ORM system, including the roles and responsibilities within three line of defense structure and the characteristics of the expected risk oriented culture at the bank. Further documentation included Operational Risk Management Policy and Operational Risk Limit Policy that are the basis for cascading the Operational Risk Strategy and Risk Appetite down to business units. The final document is Fraud Management Policy defining the roles, responsibilities as well as prevailing methodology in handling prohibited conduct.
Regulation Implemenation Project – Retail bank The bank accounting is conducted according to international financial reporting standards.Because of that the Bank was obliged to change the methodology of measuring its financial assets from one that was compliant if IAS 39 to another compliant with IFRS 9. The project plan for IFRS 9 implementation was developed and implemented. During the course of the project new methodologies were designed (lifetime credit loss calculations, staging of financial assets), tested and implemented. Adjusted process of recognition and measurement of financial assets was established – it required changes to IT accounting systems and to manual processes. The new accounting methodology was reviewed and accepted by independent auditor (one of the Big Four) and implemented for the beginning of reporting year 2018.
Business Process Redesign – Large Credit Union Underwriting of consumer loans in the Credit Union involved a single credit scoring model that assessed at the same time the risk of the customer and the parameters of the loan. Each change of the loan parameters during the negotiation of the offer required a new pass of the scoring and risk verification. That process caused long processing times and poor customer experience. New origination process was designed involving several scoring models and use of a decision engine. The process is based on single assessment of fundamental risk of the customer and one time calculation of all the possible offer scenarios and developing a loan proposal based on the profitability to the bank and suitability to clients profile.  The project involved development of three new risk assessment models: customer risk model, transaction expected loss model and loan profitability model. The models were developed based on the internal and credit bureau data covering the history of several millions of transactions.
Business Transformation – Large Credit Union The union holds enormous unexplored databases with data about behavior of their customers. To utilize the potential of this information for increase in sales required implementation of systematic data mining and analysis processes. A cross-functional team of experts have been established, data mining methodologies and procedures developed. Initial customer assessment models were built.
Business Model Design – Documentation Services Provider The company, a major player on the Polish market for Business Process Outsourcing and Documentation Archiving, decided to enter new segment of the market – small and medium enterprises. However the existing business model of the company was not adaptable for that purpose. A new business model based on a franchised network of small document service centers was designed.  The franchise network documentation consisting of legal framework (model contracts, network regulations), Franchisee Manual and model business plan was developed.
Change management – Documentation Services Provider The same company as above, after a period of rapid development involving a number of local acquisitions, required to unify and standardize its operations within its five operational units. The change involved implementation of new management platform and Business Process Management system. A program consisting of twelve independent project streams was defined and launched. The progress of each of the stream was regularly monitored and reviewed. During a monthly program management committee decisions were made about required adjustments to time and resource allocation to individual projects. During the eighteen months of the program, a majority of the planned changes were implemented. The exceptions involved aborted infrastructure investments.
Change management – Large consumer finance company The organization, one of the largest on the domestic market, is experiencing a period of slowdown and decrease in market share.  Repeated efforts to revive the market position through advertising and product improvements have failed. An in depth analysis of the situation has been performed – including extensive internal data analysis, staff interviews and market survey has been performed. The root causes of the weakened sales have been identified – overexploiting current members database, loss of focus on new client acquisition, weak sales force morale.  A detailed program plan for change has been developed and initiated. The program included: Appreciative Inquiry Project for sales force revival, implementation of a new front end system and intelligent CRM.
Regulatory project rescue – Large universal bank The Bank, as a subsidiary of a global banking group, was committed to implement a regulatory revision of security risk (IT, vendor and facility) management process within a not extendible deadline. The implementation project involving nearly all functional areas of the bank, covering 30 core IT systems, 15 major vendors and 10 locations, was stalled for the first nine months of a twelve month implementation window. A project-rescue program consisting of a revised project plan, daily progress updates and communications, short issue escalation chain and hands on involvement of the interim project manager enabled the organization to fulfill its obligations on time.
Risk Management Methodology – Large universal bank The Banks operational risk management framework lacked a systematic risk and control self-assessment process. A new RCSA process, based on best industry practice and adjusted to local business culture was designed. The pilot implementation project was initiated.
Risk Management System – Large financial services organization As the result of an earlier review of risk management system in the organization a number of required changes and enhancements was identified. Regular coaching and consultations supported the implementation of required changes.  A list of prioritized initiatives was developed and through a series of small projects they were steadily implemented.
Risk Management Audit – Large financial services organization The organizations management was concerned that risk management infrastructure is not adequate for the scale and character of the credit activities. A detailed review of the risk management standards, processes and infrastructure as well as the marketing, sales and loan origination processes was conducted. The results summarized in a detailed report were the basis for the launch of a currently ongoing project focused on strengthening the risk management system within the organization.
Management Coaching – Retail bank A departure of a key member of the management team has resulted in significant decrease of risk management competencies within the organization. The appointed replacement, although high potential in terms of the skills and knowledge, was not previously charged with responsibility at such scale. A cycle of monthly one day review and planning sessions provided the new manager with the opportunities to exchange ideas, gather knowledge and strengthen self-confidence. The meetings also allowed to identify and resolve several potentially dangerous credit issues.
Project rescue – A consumer finance company A project aimed at development and implementation of upgraded IT systems has stalled after 12 months since inception. The progress was minimal and the project was a cause of a major conflict between IT and the business. A series of work-out sessions were conducted and the project was re-launched under new leadership. Detailed maps of all processes were delivered together with exact functional specifications for the system development. Software development and implementation was outsourced to specialized software house.
Strategy development – A debt collection agency The collection agency entered a development phase in which further growth is only possible under condition of additional investment in sales force and implementation of new service offers. Over a series of conversations and workshops with the company leadership a new sales strategy was established. A project on expanding the operational capacity and sales infrastructure initiated. The project plan was developed and delivered to the newly hired business development Director.
Self regulation development – An association of non-bank lenders The lending industry in Poland is experiencing significant growth. The rising number of the companies lending to consumers is accompanied by emergence of some questionable business practices corresponding to credit risk assessment. The members of the association concerned about the possibility of regulatory intervention acted to establish a self-regulation for the industry. A series of interviews with risk managers working for association members was summarized in a form of a structured document: „The principles of good practices in analysis and assessment of credit risk while extending consumer credit”. The documents introduces principles of responsible credit assessment and one of the aims is to limit excessive credit burden on consumers.
Sales Force Optimization – A consumer finance company After the first phase of restructuring risk management infrastructure and implementation of new credit policy the pace of loan sales  have slowed down. That created some unrest among the sales representatives. The cultural change evident in the headquarters had not yet transposed to the direct lines of contact with the market. A sales force optimization project was conducted. The project consisted of several phases. The first was the field review of existing practices, interviews with sales representatives and area managers. It led to the workshop described in in the training section of this portfolio. The project was completed by restructuring of the sales organization, implementation of the representative and manager handbooks and new reporting standards. Ongoing reinforcement of implemented changes was left in the responsibility of the sales management team.
Process Mapping – A seaport container terminal The company was being successfully restructured. The elimination of all non-value added activities and continuous improvement of consumer service was one of the strategic priorities of the firm. One of the key initiatives on the road map was implementation of the process management framework. The initial step was to make an inventory of all container handling processes down to individual activities. Development of detailed process maps for all container handling and ship service processes. The maps were associated by a detailed description and a set of effectiveness and quality measures that could be used for process control.
Risk Management Audit – A consumer finance company Organization experienced a period of extensive and fast growth. The volumes of new originations of unsecured consumer loans exceeded the existing capacities of the risk management infrastructure what could potentially result in a decrease of long term profitability. A detailed review of the risk management standards, processes and infrastructure as well as the marketing, sales and loan origination processes resulted in identification of several areas that required development. For each of those areas w list of solutions and a preliminary plan of action was developed. All of that was summarized in a functional „road map” of company re-organization. The road map was implemented during the following two years.
Business Information Modelling – A small universal bank The main component of the quickly growing credit portfolio was the segment of unsecured consumer loans repaid in fixed monthly installments over an average period of five years. Because average history of that portfolio was less than two years,  the lifetime profitability of the portfolio was uncertain. A financial diagnostic tool was developed. It consisted of two components: a theoretical simulation model of life-time portfolio development and a self-learning prognostic model that allows for continuous observation of life-time profitability of each monthly vintage of new credit originations. The results of the model are used to actively manage the credit policy and adjust credit offer to changing risk and profitability profiles of the bank customers. 
Business Communications – A manufacturing and trade company The company initiated cooperation with a foreign supplier. The initial period of cooperation was characterized by significant amount of communication and process problems causing complaints from company’s customers. Conducting several work-out sessions between both parties, resulting in establishment of satisfactory terms of cooperation.
Acquistion Due Dilligence – A small universal bank  The bank considered acquisition of an existing portfolio of credit exposures from another bank. Development of a list of information requirements allowing the buyer to assess the feasibility, potential benefits and to make preliminary price estimation.