Programme Governance & PMO
Governance, planning and reporting that show real status in time to act.
Delivery & Change
Delivery Leadership & Integration
One owner accountable for the whole delivery — business, technology, data, risk, operations and vendors on the same plan.
Overview
Large deliveries cross many parties: the business defining what it needs, technology and data teams building, risk and operations preparing to run the result, and vendors working to their own plans.
Each can be doing good work while the whole drifts because no one owns how the parts fit together.
Capmark takes that ownership. We lead delivery across business, technology, data, risk, operations and vendors, from business analysis and requirements through solution design, planning, dependencies, testing, cutover and BAU handover.
What we do
We turn high-level objectives into deliverable scope: current-state analysis, target workflows, business rules, user stories, requirements, prioritisation and acceptance criteria.
We capture, challenge, prioritise and baseline requirements across business, technology, data, risk, operations and vendors. Requirements are traced through design, build, testing and acceptance.
We lead solution design so process, data, controls, interfaces, reporting and user experience fit together. Decisions are documented, owners are clear and trade-offs are escalated with options.
We turn scope and design into an integrated delivery plan. Sprint planning, backlog refinement, release planning, milestone planning, environment planning, test planning and readiness are managed together where relevant.
We manage vendors and workstreams as one delivery system. Commitments, deliverables, interfaces, defects, acceptance criteria and commercial dependencies are tracked against the plan and contract.
One senior delivery owner holds the path from requirements through design, build, testing, cutover, adoption and BAU handover. Progress is reported against outcomes, decisions, dependencies and readiness, not just activity.
What to expect
A Capmark Principal leads from day one. The first weeks produce the delivery map: what is being delivered, by whom, in what order, and where dependencies and decisions sit.
From there, the cadence is a working plan reviewed with every party at the table, decisions logged and held, and sponsor reporting that says plainly what is on track and what is not.
Engagements range from delivery leadership for one major workstream to end-to-end integration across a full 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.
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 Delivery Leadership & Integration.
Tell us what needs to change and where the pressure or risk is showing.