A delayed wealth platform build for a new market was delivered on time and within budget, restoring client trust and enabling timely product launch.
This initiative involved the delivery of a brand-new suite of features to support wealth management expansion into an emerging market. With over eight months of schedule slippage, strained stakeholder relations, and high cost visibility to senior management, the project was in danger of executive abandonment.
Our team member was engaged to recover and deliver the initiative under tight scrutiny. Through rapid assessment, we identified fragmented ownership across delivery and business teams and redefined the delivery model. Prioritisation was reset in line with commercial goals, and we initiated Agile ceremonies across workstreams, introducing inclusive delivery targets, QA gates, and reinforced scope management.
Close coordination with third-party vendors ensured SLA commitments were revisited and enforced. Risks were formally re-baselined and communicated upwards in executive-ready dashboards, shifting the tone from reactive to proactive management.
Within three months of intervention, the programme stabilised. All core features—including those with external integration, and market-specific compliance features—were delivered within the revised timeline and on the exact day forecasted. The project closed with full scope achieved, zero additional budget, and renewed sponsor confidence.