Target Operating Model & Business Architecture
Operating models designed against the constraints that decide what is buildable.
Strategy & Transformation
Growth & Market Entry
Growth cases built with licensing, operating cost and time to revenue priced in.
Overview
Growth decisions depend on more than market opportunity. Licence conditions, capital, operating cost, delivery risk and time to revenue all determine whether a new product, market, desk or licence is worth funding.
Capmark helps institutions build the growth case with delivery included. We assess the market, entry route, licence pathway, operating model, cost to serve and investment sequence, then turn the recommendation into a roadmap the board can fund.
Where the decision proceeds, the same team stays with the work through operating-model build, licensing support, platform delivery and launch.
What we do
We build the commercial case for entering a market or launching a business, including investment required, operating cost, revenue timing, breakeven and downside scenarios. The board receives a clear recommendation with the delivery cost and time to revenue stated.
We map the licences, authorisations and governance a new business requires, then sequence the application, capital, control and operating-model work behind them. Licence conditions shape the design from the start.
We define the capabilities, roles, processes, platforms, controls and governance the new business needs, and cost them alongside the commercial case. We test what the existing organisation can absorb and what must be built.
We compare build, partner, acquire and joint venture options against economics, control, delivery risk and time to revenue. Integration or separation cost is included in the case from the start.
We turn the recommendation into a delivery roadmap with dependencies, decision points, investment gates and named owners. Where the board proceeds, we mobilise the programme and carry it through to launch.
What to expect
A Principal leads from day one, working with your strategy owner and the executives who will run the business if it proceeds. The first weeks build the fact base across market opportunity, regulatory pathway, cost to serve and delivery risk before any recommendation is made.
The engagement ends with a board-ready decision: one recommendation, a sequenced plan and a clear view of what it will take to deliver. Where the board proceeds, the same team carries the operating model and mobilisation work through to go-live.
Engagements range from a focused market-entry assessment to full ownership of the entry programme.
Engagements run from a focused market-entry assessment to full ownership of the entry programme.
01
Assess
Establish the current state, the constraints, the risks and the value at stake.
02
Define
Shape the target model and the business case with the executives who own the outcome.
03
Mobilise
Stand up the team, the plan and the governance around the outcome.
04
Implement
Design, build and test the change, with the business alongside.
05
Sustain
Cutover, hypercare and handover, so the business runs it under its own control.
The same five stages on every engagement, led by senior practitioners end to end. How we work
Client result
Proven in the work, not the pitch.
Banking · Risk, Treasury & Finance
Risk, Treasury and Finance transformation for a global investment bank
Global Investment Bank · Risk, Treasury & Finance
We helped redesign the bank's Risk, Treasury and Finance functions end to end — restructuring legal entities for ring-fencing, consolidating change into a single portfolio, creating shared services, rationalising the platform estate and divesting the Portugal, Italy and Spain businesses — with 100+ roles moved to lower-cost locations.
- £1bn+
- Risk-weighted assets divested
- 3
- European Non-Core businesses divested
- £50m
- Run-rate cost savings delivered
- 100+
- Roles moved to lower-cost locations
Read the case study
Insights
Related thinking.
Get in touch
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