Case study
Global Investment Bank · Risk, Treasury & Finance
At a glance
The engagement
Following industry-wide conduct remediation, the bank committed to a comprehensive restructuring built on entity separation, shared services transformation and Non-Core divestment. Capmark provided design and implementation leadership across the Risk, Treasury and Finance functions, working alongside other consultancies.
The challenge
Risk, Treasury and Finance ran as business-aligned silos with duplicated functions, separate change teams and a fragmented platform estate — while the bank needed to meet ring-fencing rules, stand up new legal entities, divest sub-optimal European businesses and materially lower its cost base, all in parallel.
Our approach
We led coordinated workstreams across the Risk, Treasury and Finance perimeter, redesigning every team and embedding the new model through to BAU.
01
Redesigned every team across the three functions, integrating the risk operating model across the bank's regional banking entities and aligning ERMF expectations, three-lines-of-defence responsibilities, governance, controls and reporting across countries and business lines.
02
Designed the separation into new legal entities for ring-fenced retail and wholesale/investment banking, ring-fencing the businesses into the new structures and standing up new investment entities with a board per entity, a revised product-approval process and a new Risk governance model.
03
Consolidated Risk, Finance and Treasury change into a single portfolio, replacing function-by-function change teams with one prioritisation, funding and delivery model across the three functions.
04
Created shared services for Risk, Treasury and Finance with arm's-length service charging to drive cost transparency and accountability, moving 100+ roles to lower-cost locations.
05
Rationalised the Risk, Treasury and Finance platform estate onto a core set of strategic systems with a single golden-source data architecture, automating manual reporting and reconciliation processes across the three functions.
06
Separated teams, functions and infrastructure for the European Non-Core businesses, divesting £1bn+ of Risk-Weighted Assets and preparing the Portugal, Italy and Spain units for sale.
The outcome
The bank divested £1bn+ of Risk-Weighted Assets and completed the sale of the Portugal, Italy and Spain Non-Core businesses, with our workstreams delivering £50m of run-rate cost savings against a £25m p.a. benefits-realisation target. Ring-fencing entity separation completed without operational disruption.
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Get in touch
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