Process Improvement & Lean Operations
Simpler processes, fewer hand-offs and less manual work.
Operations & Performance
Service Management & Performance Management
A well-run operation knows its service levels and who owns them.
Overview
Many operations functions work hard without a shared definition of what good looks like. Service levels are informal, reporting varies by team, and issues surface late because escalation depends on who notices.
Capmark builds the management system operations need to run well: defined services, clear ownership, agreed service levels, trusted measures, operating cadence and escalation routes.
The result is a performance system where the business and operations work from the same facts.
What we do
We define the services operations provides, who consumes them, the standards that matter and how performance will be measured. SLAs, OLAs, cut-offs, quality standards and ownership are agreed with the business.
We build a focused performance pack across timeliness, quality, backlog, demand, capacity, cost and risk. Leaders see the same numbers from the same source.
We design the management rhythm: daily operational huddles, weekly performance reviews, monthly service reviews and clear escalation routes. Each forum has a purpose, owner, agenda and decision log.
We give every service, process and measure a named owner. Reviews run on evidence rather than anecdote, making clear who owns each outcome and what action is required.
What to expect
A Principal leads from day one. The first weeks establish what is measured today, what the business needs from operations and where the gaps sit.
Service definitions, measures and meeting cadence are designed with team leaders and tested live during the engagement.
Engagements are often paired with process or cost work, but can also be delivered standalone.
Often paired with process or cost work; also delivered standalone.
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 · Operating Model
One client-onboarding and credit operating model across 38 countries
A Global Corporate & Investment Bank · Client Onboarding & Credit Operating Model
We helped implement a single global client-onboarding and credit operating model across 38 countries, recalibrating 110 roles, rationalising technology and strengthening the process and control model across wholesale banking.
- 38
- Countries on one operating model
- 110
- Roles recalibrated
- £50m
- Benefits target governed
- Senior team
- Mobilised under Capmark leadership
Read the case study
Insights
Related thinking.
Get in touch
Talk to a Partner about Service Management & Performance Management.
Tell us what needs to change and where the pressure or risk is showing.