01Banks, credit unions and wealth managers

Product and partnership strategy.

You do not need a new department to launch a product or explore digital assets. You need a clear position, a business case that holds up, partners on terms that work, and a plan that risk, compliance and technology can sign off on.

Typically for
Banks, credit unions, wealth managers and fintechs
Starts with
A working session, then a written scope
Delivered as
Sprints, programs or embedded support

When institutions call us

  • The board or executive committee has asked for a position on a new product or on digital assets.
  • Clients are asking for a card, payments or digital asset offering and there is no agreed answer.
  • A bank, processor or vendor has sent terms that nobody has modelled.
  • A vendor is pitching a product that nobody inside can fully evaluate.

What we do

Strategy and positioning

Where a new product or digital assets fit for your institution, your clients and your risk appetite, and where they do not.

Business case and unit economics

Revenue, interchange and fees, cost, capital and risk scenarios built so that finance and the board can test them.

Partner, processor and custody selection

A structured selection against criteria you approve, with the reasoning written down.

Commercial terms

Support in negotiating pricing, minimums, liability and exit terms with banks, processors and vendors, with the economics modelled before you sign.

Launch design

A scoped first release with success measures, limits and exit criteria agreed in advance.

Governance and alignment

The policies, approvals and board and executive papers that risk, compliance and audit expect to see, and support for the conversations with regulators that follow.

Where engagements start

Indicative only. Each engagement is scoped to your situation and agreed in writing before work starts.

  1. 01Sprint

    Which products should we launch, and on what economics?

    Ends with
    A board paper with the position, business case and unit economics.
  2. 02Sprint

    Which bank, processor or custody partners, and on what terms?

    Ends with
    A scorecard, the selection rationale and a term sheet ready for negotiation.
  3. 03Program

    How do we launch a first product safely?

    Ends with
    A pilot plan, governance and controls, and a launch readiness review.

A board paper your committee can decide on.

The core deliverable of a strategy sprint is a short paper that sets out the decision, the options and the recommendation, with the business case and the risk and control considerations behind it. Written for your institution, and owned by you.

Boundaries

We do not give investment advice, and we do not hold or manage client assets. We advise your institution on strategy, finance and operations.

Questions

How does an engagement usually start?

With a short fixed-scope sprint to settle your position and the business case. If you decide to proceed, a program covers selection, negotiation and the pilot.

Do you recommend specific vendors?

We run a structured selection against your criteria and show our reasoning. We recommend what fits your requirements, not a standard list.

Do you negotiate with partners on our behalf?

We prepare the economics and the negotiating position, and we can join the discussions alongside your team. We take no fees or commissions from the banks, processors or vendors involved.

Can you work with our internal innovation or technology team?

Yes. Most engagements sit alongside an internal sponsor and a small working group, and we hand over the documents so that your team owns them.

Tell us what you are working on.

We reply within one business day.