A fintech needed to grow and secure further funding - but was being constrained by a fragmented, high-friction client onboarding journey that created compliance gaps and slowed revenue.
A fintech seeking to grow and secure further funding was being held back by a fragmented client onboarding journey. The process was slow, labour-intensive, and created friction for clients at the point where first impressions matter most.
Beyond the commercial impact, the process had compliance gaps - non-compliant customers were not being identified early enough, creating risk exposure. Fixing onboarding was both a growth requirement and a risk management priority.
Full leadership and accountability was taken for the redesign and delivery of the customer journey from initial engagement through to client onboarded. Technical and non-technical decisions were translated into clear options for the CEO and CCO throughout.
External vendors were managed directly, keeping delivery on track against deadlines. Straight-through processing was implemented for low-risk customers, and a compliance filter was built in at source.
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A fintech with strong growth but a client onboarding process that was bottlenecking new revenue. The onboarding cycle stretched from initial contact to live transaction far longer than competitive benchmarks, and rework was high.
Mapped the onboarding journey end-to-end - sales, KYC, credit, technical integration, and go-live. Identified the rework drivers and the handoffs where time was being lost. Redesigned the flow around a single client-readiness metric and embedded the new process with the operations team.
65% reduction in client onboarding lead time. Revenue acceleration on new accounts. Rework rate reduced and customer-experience metrics improved across the onboarding journey.
Approximately four months from diagnostic through to embedded handover. The bulk of the lead-time reduction came from process redesign and operating-cadence change rather than new technology.
A single end-to-end owner for the onboarding outcome, replacing functional ownership of individual steps. Once the metric and the owner were aligned, trade-offs became decisive rather than political.