Success Stories

A leading Indian insurer struggled to manage high volumes of customer interactions across web, call center, and offline channels, resulting in inconsistent service experiences, heavy agent workloads, and no unified view across customer journeys.

A global asset manager’s financial crime monitoring relied on fragmented, manual controls with no single view across customers, employees, contractors, and vendors, resulting in high false-positive rates that overwhelmed investigators, inconsistent data quality undermining alert integrity, and increasing regulatory expectations for AML, sanctions, and fraud screening.

A global asset manager’s major shareholding regulatory reporting depended on legacy data preparation running on retiring source systems, with logic sitting in an aging analytics tool that was poorly documented, reliant on key individuals, and disconnected from the firm’s new strategic investment data platforms, creating growing operational and compliance risk with each reporting cycle.

A global asset manager needed a new group general ledger and finance operating model, with finance data spread across approximately 15 disparate systems, customer transactions, employee compensation, expenses, vendor management, timesheets, and external market feeds, all moving manually between systems, slowing month-end close and producing inconsistent reporting.

A global asset manager’s finance management information relied on manual spreadsheets and siloed extracts with no governed source of truth, on-premise warehousing could not scale with data volumes, batch pipelines delayed MI and period-end analysis, and business teams depended on IT for every new report.