Programme Governance & PMO
Governance, planning and reporting that show real status in time to act.
Delivery & Change
Cutover, Migration & Adoption
One accountable team from the first dress rehearsal to the day the legacy platform is switched off.
Overview
Cutover is the point where programme risk becomes institutional risk. Customers, accounts, member records, client money, holdings, positions, processes and controls have to move without a gap in service.
The weekend is only part of the job. A system can go live cleanly and still fail if processes, roles, controls and support are not adopted alongside it.
Capmark owns the transition end to end: cutover strategy, migration, rehearsals, go-live command, hypercare, business readiness, adoption and BAU handover.
What we do
We build the cutover plan as a runbook: every task timed, owned and sequenced, with dependencies, decision points and rollback criteria explicit. Rehearsals are run to the clock and the runbook is corrected after each one.
We design the migration approach: sequencing, reconciliation, completeness checks, parallel runs and migration windows. The go decision rests on reconciliation evidence, whether the data is loan balances, member records, holdings or trading positions.
We put the command structure in place before the window opens: control room, decision rights, escalation paths and communications. Hypercare continues through the first production cycle, with exit criteria agreed in advance.
We assess business readiness before go-live and build the new routines with the teams who will run them. Adoption is tracked by team and task after go-live, with intervention where uptake falls short.
We define exit criteria at the start and stay until they are met: controls operating without programme support, support teams ready, benefits owned by management and legacy arrangements retired.
What to expect
A Capmark Principal leads from day one and is present through the gate and go-live. For major migrations, we typically mobilise eight to twelve weeks before the cutover window.
The cadence builds from readiness baseline to runbook, dress rehearsals, go-live command and hypercare, then steps down against agreed exit criteria.
Engagements run from cutover planning and assurance to full migration, adoption and BAU transition ownership.
Engagements typically mobilise eight to twelve weeks before a migration window and stay through hypercare into BAU.
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.
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
Insights
Related thinking.
Get in touch
Talk to a Partner about Cutover, Migration & Adoption.
Tell us what needs to change and where the pressure or risk is showing.