Developing a consistent global enterprise architecture

Completion Date: 2023

Client Requirement

Our client, a fast-growing global Fintech business, had expanded rapidly through acquisitions with more deals in the pipeline. The business had recently been acquired by a Private Equity consortium and needed to accelerate the pace of acquisition integration. The goal was to clear the backlog, realise synergies, complete more deals and enable continued growth.

OUR ROLE

Arundel analysed the processes, systems and organisation of the parent business and for each acquisition in Europe
Created an As Is view of the Enterprise Architecture covering parent and acquired businesses
In parallel, Arundel reviewed business financial performance and strategy in each market to help properly align IT and operations with business priorities
Leveraging the As Is Architecture and performance information we created an integration roadmap for each business defining:
- How to migrate data to core catalogs and systems
- Which new products needed to be launched in each market
- Which legacy acquired products and infrastructure needed to be retired
- Which acquired products should be retained and added to the global architecture
- How to manage the migration of customers to new products, securing existing business and driving future growth
Created a To Be Enterprise Architecture and led the integration programmes which made it reality

Business Outcome

Deployed a consistent Enterprise Architecture across the acquired businesses standardising processes, products, applications, core systems, data and organisation
Enabled the establishment of pan regional and global operations, simplifying the business and increasing transparency
Improved alignment between business strategy, technology and operations
Enabled the launch of multiple new products into acquired businesses – targeting lower competition segments with products delivering higher profit margins
Achieved 30% growth and significant margin improvement in key markets