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Digitisation of Trade Finance for a Global Bank

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At Delta Capita, we are pleased to share the contribution we’ve made towards meeting both technology and business challenges for some of the world’s largest banks.

The Business Challenge

Like most banks, this client had grown through acquisition – the legacy of which is a highly convoluted, non-standardised and inefficient integration of systems, data and processes. Consequently, the organisation was unable to provide basics such as customer service level agreements for lending, overdrafts and other services. Problems such as this were both regional and international, spanning their branch network and local environments. The UK, for example, had 13 different credit teams, each with their own systems, data and processes.

The Opportunity

The prospects for efficiency and savings were extraordinary, yet achieving them seemed unobtainable – despite the pressing need to remain competitive and provide customer services, tools and facilities that were faster, automated and integrated. An example of a service which offered real value to their exporting customers involved combining the creation of electronic bills-of-lading with commercial invoicing, which, once submitted as trade data, is matched against the payment terms.

What Delta Capita Delivered

Delta Capita provided specialist technology and agile delivery pods to the bank’s existing technology teams as well as operating a supporting engineering managed service. These were deployed into Architecture, Programme as well as Project and Product Management, Development and Behaviour Driven Development, Automated Testing; and DevOps in a delivery, along with training and mentoring capacity.

We thus created an overarching architectural leadership and programme management capability (located in both London and Asia Pacific). Delta Capita technical pods were used to support, mentor and execute the agile development, testing or test automation and DevOps required to deliver the transformation from minimal viable product to a live digital platform across all their locations, with learned skills and knowledge being transferred to the client’s workforce.

Technology Challenges
Post Transformation Benefits

1000+ direct integration points cross 15+ different integration technologies

1 integration context for all products, implemented across 5 >core technologies

200+ individual database instances supporting 80 distinct application instances

2 globally distributed resilient transactional and operational data platforms

40% of functionality duplicated across at least 18 code bases, multiple booking engines

>5% duplicated services implemented as distribution micro services and scaled to meet demand

Aging technologies with inability to increase agility due to current monolith complexities

Modern open AI, Microservice solutions, frequently delivering integrated, agile, adaptable ecosystems

80 User Interface Platforms

4 User Interface Platforms, open interoperable ecosystems

600 Technology staff, with ageing and niche skills maintenance focus

Skilled more effective staff, fewer and more agile technologies delivering increased productivity

Technology Challenges
Post Transformation Benefits

1000’s operations staff performing manual tasks

50% reduction in operations staff performing manual tasks

100’s of manual processes across x core products

10’s of common manual processes across all products, exception driven processes.

10’s of variants of core products across regions

Single set of core products across regions

Inconsistent view of GTRF products and portfolio

Common booking engine, globally consistent product set and data

Technology Challenges
Post Transformation Benefits

10+ million transactions, growth constraint by FTE capacity.

Increased transaction through put and network growth through digisation

Increasing RTB, CTB and infrastructure costs

Decreasing RTB, CTB and infrastructure costs

Less than 1% of revenue invested in technology

Improved uitilisation of technology budget, more features for same spend