Growth & Market Entry
Growth cases built with licence pathway, operating cost, delivery risk and time to revenue priced in.
Strategy & Transformation
Strategy Execution & Portfolio Leadership
A Programme Director the board can hold to account for the outcome.
Overview
Large programmes need clear ownership: governance that can handle complexity, reporting that shows real status, and vendors held to their commitments. Without that, decisions stall, funding drifts and board confidence weakens.
Capmark provides senior programme and portfolio leadership for banks, wealth and asset managers, superannuation funds and energy traders. Our Principals act as Programme Director, SRO deputy or board-facing delivery lead, owning the rhythm, governance, vendor control, funding discipline and delivery risk.
We have led core-system replacements, post-merger integrations, remediation portfolios and programmes recovered after losing board confidence.
What we do
We take the senior delivery roles complex programmes need, including Programme Director, SRO deputy or board-facing delivery lead. We own the plan, governance, budget discipline, vendor control and delivery risk.
We shape the change portfolio and funding sequence: which programmes proceed, in what order, against which business cases and constraints. Prioritisation, funding and re-baselining are managed at portfolio level so investment decisions stay consistent.
We design the governance structure, stage gates, escalation routes and delivery rhythm. Board and executive reporting shows progress, spend, risk and decisions as they really are.
When a programme has lost confidence, we re-baseline status, spend, scope and delivery risk. We close stalled decisions, reset governance and give the board a plan it can hold the programme to.
We lead vendor selection and manage the commercial governance that follows: contracts, performance, escalation and delivery commitments. We also define benefits targets and track realisation so the value promised in the business case is measured after delivery.
What to expect
A Principal leads from day one and is visible to your executive team or board from the first steering committee. The early weeks establish the real position: status against milestones, spend, delivery risk, vendor performance and the decisions that need to be made.
Through delivery, we chair the forums, manage the vendors, control the reporting rhythm and intervene when workstreams slip.
Engagements are typically structured as a retained monthly commitment, with scope reviewed at each stage gate.
Typically structured as a retained monthly commitment with a scope review at each stage gate.
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
Portfolio governance
One operating rhythm, from the delivery team to the board.
Impact
~$300m
Programme budgets managed
Across financial-services transformation and regulatory programmes
£25m p.a.
Benefits case governed through delivery
Benefits owned and tracked at portfolio level through to realisation
50+
Systems and platform integrations delivered
Across the programmes governed to 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
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