Helping a regional bank launch digital products without losing control of compliance

Challenge

Customers expected faster digital onboarding and responsive service; regulators expected every step documented and auditable. Inside the bank, processes were drawn in slides, executed in email, and implemented differently in each department. Launching a new product meant months of IT backlog. Affiliates and fintech partners needed controlled access to operational data without opening the entire core. Auditors and external advisors spent weeks requesting exports that should have been a filtered view. The bank’s leadership wanted business-led digitization—with standards that compliance and security could stand behind.

Approach

We joined an existing program led by the bank’s technology partner, embedding senior front-end engineers within two weeks to accelerate delivery without rebuilding strategy from scratch. Starting from the bank’s process maps and wireframes, we proposed UX improvements that reduced rework before code was written. Work ran in two-week agile sprints with BPM specialists, back-end engineers, and bank stakeholders in the room. BPMN 2.0 notation kept business and technical views aligned so models could become executable logic without translation errors.

Solution

The suite gives the bank four connected capabilities. A drag-and-drop process constructor lets teams design and simulate flows—onboarding, AML/OFAC verification, account opening, credit validation, loan issuance, regulatory reports—with reusable templates, decision tables, and annotation for collaboration. An operations management platform offers role-specific dashboards: employees see tasks, documents, and bottlenecks; auditors and regulators get controlled read access; affiliates search shared operational data under policy. An access management app governs roles, permissions, authentication methods, and access requests with full activity history. A network bridge console lets admins map data flows between cores, apps, external registries, and partner endpoints—with health checks and scheduled reporting. Together, these tools standardize service delivery while leaving room for exceptions like premium overdraft rules or after-hours high-value FX.

Agents in production

Four application areas—each built for the people who run, audit, or connect banking operations.

Governance framework

Principles that kept a multi-year BPM program usable for business teams and defensible for compliance.

1. 01

   Business-readable standards

   BPMN 2.0 gives operations and engineering a shared language so process models do not get lost in translation.

2. 02

   Model before you automate

   Simulation and templates catch bottlenecks early—before customers hit them in production.

3. 03

   Roles, not shared logins

   Granular access, authentication options, and request workflows protect customer data while enabling partners.

4. 04

   Integrate with what exists

   New flows deploy into current cores and channels instead of forcing a rip-and-replace.

5. 05

   Improve UX before more code

   Front-end expertise applied early avoided costly rework and raised adoption among non-IT users.

Outcomes

• BPM teams design, test, and adjust service processes without depending on a full custom dev cycle for every change
• Standardized onboarding, lending, and regulatory workflows with clearer handoffs between departments
• Faster path to new digital products by reusing templates and integration patterns
• Auditors and regulators access controlled views instead of ad hoc data pulls
• 20+ affiliates and partners onboarded with searchable, policy-bound operational access
• Improved operational efficiency and compliance traceability across high-volume service lines

What we'd tell the next team

• Align on notation and roles early so BPM, IT, and compliance speak the same language.
• Invest in UX for non-technical users; adoption determines ROI more than feature count.
• Simulation beats surprise—test high-risk flows before customers do.
• Treat partner and auditor access as products with policies, not one-off exports.
• Keep integration explicit so new flows do not recreate silent point-to-point debt.

Technology

Capabilities

• Integration Services
• Data & Analytics
• Quality Engineering

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