Run-rate savings and cost avoidance quantified across engagements, validated with client finance teams.
From QA and platform modernization to core system replacement and regulatory programs.
Typical time to recover implementation cost on the cases that reached steering committee approval.
Every case ships under our partner firm's brand. Conseillab never appears in front of the end client.
A production incident backlog was consuming release capacity, but no one could price the cost of poor quality.
Quantified defect leakage, rework hours and incident cost; modelled a target automation profile against three investment options.
$3.1M annual run-rate benefit; program approved at steering committee.
A modernization proposal had stalled twice at the investment committee for lack of a defensible financial narrative.
Rebuilt the case around avoided maintenance, capacity release and risk-weighted regulatory exposure; produced the CFO-ready model.
Multi-year program funded; the partner firm won the delivery mandate fixed-price.
Four overlapping data platforms, no agreement on which to keep, and a board asking why spend kept rising.
Built the option analysis and the run-cost baseline, then scoped the target state into fundable phases.
Consolidation roadmap approved with a phased budget and a named benefit owner per phase.
Everything we build goes out under a partner firm’s brand. Naming the end client would break the white-label arrangement our partners rely on, and it would tell the market which of their accounts they do not service alone.
It would also breach the confidentiality that made the work possible. A business case is built on cost baselines, incident data, headcount plans and forward budgets — the material an institution is least willing to see discussed publicly.
If you need references before committing, we arrange them privately, partner to partner, with permission. That is the correct way to do it.
Benefits identified means quantified run-rate savings and cost avoidance documented in a delivered business case, built from client data and reviewed with the client’s own finance function. It is not a projection of what a program might eventually realize.
Payback is measured from the point implementation spend begins to the point cumulative benefit covers cumulative cost, on the model as approved.
We do not claim realized benefit. Realization belongs to the client and the delivery team, over years, and any consultant claiming otherwise is counting someone else’s work.
Send one live opportunity — the client, the shape of the problem, where it is stuck. We will tell you within a week whether there is a fundable case in it, and what it would take to build. No obligation on either side.