Delivery has to be owned
Complex change needs one accountable owner with the authority to act.
Delivery & Change
Complex programmes fail when accountability is spread across roles, meetings and status reports. Capmark builds the governance, decision rhythm, ownership, readiness, cutover and adoption needed to take change into live operation.
Our experience and impact
Evidence of Delivery & Change delivered.
~$300m
Programme budgets managed across strategy, technology and regulatory change.
50+
Systems, platforms and venue integrations delivered.
£25m p.a.
Benefits case governed through delivery.
Complex programmes run into trouble when accountability is spread across roles, meetings and status reports. The plan exists, but decisions stall, dependencies drift, readiness is unclear and the business is not prepared for go-live.
Capmark builds the delivery system around the change: governance, decision rhythm, workstream ownership, readiness, cutover and adoption. Senior practitioners stay accountable from mobilisation through to live operation.
We help clients establish delivery governance, coordinate workstreams and dependencies, prepare the business for implementation, and take complex change into production without leaving a contractor bench behind.
Why it matters
Why delivery is where value is won or lost.
Decisions set the pace
Programmes move at the speed of their decisions. Clear rights and escalation keep them moving.
Go-live is not the finish
A programme is complete when the business has adopted the change and can run it without programme support.
How we can help
Where we create delivery control.
Four capabilities take complex change from analysis and requirements through design, build, testing, cutover and BAU handover.
Engagement × delivery
One framework: every change type, idea to BAU.
One governed framework carries business, technology, regulatory and risk and controls change from idea to business as usual: the same five engagement stages and G0 to G5 gates every time, waterfall-gated, with agile sprints for technology.
Engagement stage
Assess
Frame the problem
Define
Target + business case
Mobilise
Scope & stand-up
Implement
Design · build · test
Sustain
Go-live & BAU
Delivery lifecycle
Pre-project
Initiation
Discovery
AnalysisDesignBuildTest
DeployHypercare
Gate & output
G0
Mandate
G1
Business case, PID & roadmap
G2
Scope & delivery plan
G3
Test & assurance sign-off
G4 → G5
Go-live, then BAU acceptance
Strategy & business
Current-state & cost baseline
TOM blueprint, business case
Delivery plan, impact analysis
Detailed TOM & org design, processes and SOPs, piloted
Go-live, comms & training, benefits
+ M&A
divest / merge
+ Perimeter, entanglements
+ Separation blueprint, Day 1 & TSA strategy
+ SMO / IMO, Day 1 plan, TSA schedules
+ Entity & booking-model separation, cutover design
+ Legal Day 1, TSA exit, synergy realisation
Technology
hybrid
Feasibility study
Solution outline, business case
Delivery plan, target architecture
Solution design, working software, tested
Go-live, comms & training, BAU
Regulatory
Gap analysis, impact
Target compliance model, business case
Obligations register, plan to deadline
Controls & reporting built and tested, evidence pack
Attestation
Risk & controls
Findings, control-gap analysis
Target control framework, remediation plan
Risk-control inventory, plan
Controls designed, implemented, effectiveness-tested
Control attestation
Governance throughout — RAID, decisions, dependencies and status maintained across every stage, with agile sprints through Implement for technology, working groups weekly, a steering committee monthly and stage gates G0–G5.
- G0
Assess
Frame the problem
Pre-projectMandate
- Strategy & business
- Current-state & cost baseline
- + M&A
- + Perimeter, entanglements
- Technology
- Feasibility study
- Regulatory
- Gap analysis, impact
- Risk & controls
- Findings, control-gap analysis
- G1
Define
Target + business case
InitiationBusiness case, PID & roadmap
- Strategy & business
- TOM blueprint, business case
- + M&A
- + Separation blueprint, Day 1 & TSA strategy
- Technology
- Solution outline, business case
- Regulatory
- Target compliance model, business case
- Risk & controls
- Target control framework, remediation plan
- G2
Mobilise
Scope & stand-up
DiscoveryScope & delivery plan
- Strategy & business
- Delivery plan, impact analysis
- + M&A
- + SMO / IMO, Day 1 plan, TSA schedules
- Technology
- Delivery plan, target architecture
- Regulatory
- Obligations register, plan to deadline
- Risk & controls
- Risk-control inventory, plan
- G3
Implement
Design · build · test
AnalysisDesignBuildTestTest & assurance sign-off
- Strategy & business
- Detailed TOM & org design, processes and SOPs, piloted
- + M&A
- + Entity & booking-model separation, cutover design
- Technology
- Solution design, working software, tested
- Regulatory
- Controls & reporting built and tested, evidence pack
- Risk & controls
- Controls designed, implemented, effectiveness-tested
- G4 → G5
Sustain
Go-live & BAU
DeployHypercareGo-live, then BAU acceptance
- Strategy & business
- Go-live, comms & training, benefits
- + M&A
- + Legal Day 1, TSA exit, synergy realisation
- Technology
- Go-live, comms & training, BAU
- Regulatory
- Attestation
- Risk & controls
- Control attestation
- Governance throughout — RAID, decisions, dependencies and status maintained across every stage, with agile sprints through Implement for technology, working groups weekly, a steering committee monthly and stage gates G0–G5.
Client results
Delivery outcomes carried through to go-live.
A result from our Delivery & Change work: the problem, what we did and the outcome.
Capital Markets · Operating Model
Markets front office and operations transformation for a global investment bank
Global Investment Bank · Markets Front Office & Operations
We helped redesign the Markets front office and operations operating model — moving trade capture into the front office with clean segregation of duties, standing up nine shared services and centres of excellence across client operations, trade control, margin and collateral, prime and agency derivatives, financing and treasury operations, and moving 100+ roles to lower-cost locations.
- 99.9%
- Trades booked at the point of execution
- 9
- Shared services and centres of excellence created
- 100+
- Roles moved to lower-cost locations
- 80%
- Straight-through processing targeted
Read the case study
Our Delivery & Change insights
Practical thinking from people who have delivered the work.
Get in touch
Speak with a Partner about Delivery & Change.
From a one-month gap analysis to a multi-year programme, we engage at the stage that fits.