Broadgate, part of Ortecha, helped a global fund administrator review an ageing technology operating model that was starting to hold the business back. Through a structured assessment across governance, platforms, applications and security, we defined 22 improvement initiatives and led a platform selection process. The result: a stronger technology foundation and c.£2m in efficiency savings over three years.
Scope:
Impact:
Technology wasn’t failing. But it wasn’t keeping up.
Our client’s operating model had evolved over time and was no longer aligned to where the business needed to go. Platforms, processes and ownership were fragmented, and there was no clear view of how technology supported client outcomes.
At the same time, expectations were rising. Clients wanted modern, digital services. Regulatory pressure was increasing.
Leadership could see the risk building.
The existing technology operating model wasn’t set up to support a modern, digital platform or the growth ambitions of the business.
This wasn’t about incremental fixes. It needed a full review of the technology landscape and a clear path forward.
The client needed to understand what was working, where risk was building, and what needed to change to support a modern platform.
We were brought in for our team’s deep expertise to conduct an independent operating model review and lead the process of sourcing a new applications partner.
We kept it practical. No theory. No shelfware.
We assessed the current state across four core areas: governance, platforms, applications and security.
This meant:
We then mapped everything back to the client’s strategic drivers. Not just “what exists”, but “does it support where the business is going?”
Using our proven operating model methodology, we translated this into:
One area stood out quickly. The applications landscape couldn’t support the future business model. So we went deeper.
We defined detailed requirements and ran a structured RFP process to select a new platform partner.
The client moved from an ageing operating model to a platform fit for growth.
Instead of fragmented improvements, they now had a clear set of 22 initiatives aligned to strategic drivers.
Key outcomes included:
Financially, the programme is expected to deliver around £2m in efficiency savings over three years.
The business now has a platform ready for what’s next, not one holding it back.
This is what happens when an operating model falls behind the business.
Growth slows, risk slowly builds and technology becomes a constraint instead of an enabler.
This engagement turned an ageing operating model into a platform fit for growth. A stronger foundation, clearer direction, and the ability to deliver modern, digital services with confidence.
The difference is knowing when to step back and realise when your platforms may be holding you back.
A global trust, corporate services and fund administration business managing approximately £35bn in assets. Operating in a competitive market where digital capability is increasingly critical to client retention and growth.
Partner, Technology Transformation
Partner, Technology Transformation
