Process Improvement & Lean Operations
Simpler processes, fewer hand-offs and less manual work.
Operations & Performance
Sourcing, Location & Vendor Performance
Fix the process first, then decide where the work should sit.
Overview
Decisions about where work sits are hard to reverse: onshore or offshore, in-house or outsourced, in the business or in a shared service.
Made well, those decisions remove structural cost. Made against a broken process or weak baseline, they move the problem somewhere else and add another hand-off.
Capmark helps institutions make and deliver sourcing, location and vendor decisions with the process, cost baseline, service model and transition plan built in from the start.
What we do
We fix the process before moving it, then design the footprint: onshore, nearshore, offshore, captive, shared-service or external provider. The transition is costed at activity level.
Where the case supports external provision, we run the sourcing process and own the transition: requirements, provider evaluation, commercial terms, knowledge transfer, runbooks, parallel running and service acceptance.
We design shared-service functions with a clear service catalogue, charging model, governance and performance measures. One team serves multiple business lines with defined services and accountable ownership.
We put structure around providers already under contract: service levels, performance reviews, evidence-based reporting, issue management and commercial levers where service slips.
Where a service should come back in-house, we plan and run the return: rebuilding the team, transferring knowledge and systems, and exiting the provider without interrupting service.
What to expect
A Principal leads from day one. The first weeks establish the facts: activity-level cost, service performance, process condition and transition risk.
Options are evaluated per activity, not as a blanket sourcing answer. The business case is agreed before any sourcing or transition process starts.
Engagements range from location and sourcing strategy to full transition and vendor-performance delivery.
Strategy and the business case come first; transition delivery 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
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 Sourcing, Location & Vendor Performance.
Tell us what needs to change and where the pressure or risk is showing.