Process Improvement & Lean Operations
Simpler processes, fewer hand-offs and less manual work.
Operations & Performance
Cost, Productivity & Capacity Improvement
If the operating model does not change, the cost comes back.
Overview
Headcount reductions without structural change rarely hold. The cost returns because the drivers remain: rework, duplicated checks, excess layers, unmanaged demand and weak capacity planning.
Capmark helps institutions take run cost out structurally. We build an activity-level cost baseline, match capacity to workload, redesign spans and layers, and track savings into the run rate.
The work starts with numbers Finance can own and ends with a lower-cost operation the COO can run.
What we do
We build a cost baseline at activity level: what each process, product, channel or client segment costs to run. The baseline is reconciled to the ledger so Finance owns the numbers.
We measure output per person and per team against the volumes arriving. Capacity is matched to demand, so leaders can see where teams are over- or under-loaded and where staffing needs to flex.
We review spans, layers, roles and management effort against the work the operation needs to perform. The target structure is designed around the work, not legacy reporting lines.
We analyse the demand arriving in operations: volumes, seasonality, avoidable contact and repeat work. Demand is reduced or reshaped before more capacity is added.
We track savings by initiative and reconcile them to run-rate cost against the baseline. Volume, rate and mix effects are separated so every movement is explained.
What to expect
A Principal leads from day one. The first weeks build the activity-level baseline from ledger, headcount, volume and workflow data.
The business case is agreed with Finance before design begins, so savings are committed against numbers the institution trusts.
Engagements range from cost and productivity discovery to full implementation support, with savings tracked into run-rate.
Discovery and the business case come first; implementation support is scoped to programme scale.
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
Impact
£50m
run-rate savings delivered
£25m p.a.
benefits case governed through delivery
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
Talk to a Partner about Cost, Productivity & Capacity Improvement.
Tell us what needs to change and where the pressure or risk is showing.