Case Study

A wealth of ideas for a wealth management firm

How a lasting relationship helped keep a client’s digital to-do list in check

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Who we worked with

A large wealth management firm.

What the company needed

To please customers by always staying one step ahead of technology and improving the daily rhythm of work without interruption.

How we helped

Building on our long-term relationship with the company, we helped them anticipate their needs so that we could quickly collaborate on, define, and visualize solutions.

What the company got

Better-informed decisions way in advance of user acceptance or product deployment.


Be adaptive and agile at every turn to stay ahead of the competition

This large wealth management firm had a long to-do list. But it all came down to adapting methodologies to fit changing business drivers and aggressive timelines. It needed to redesign and streamline extremely complex workflows. At the same time, it wanted any new technology to smoothly integrate with existing workstreams. And it was looking for a way to partner with other vendors and work with different product owners who had distinct working processes of their own. What’s more, the firm wanted to be sure to apply its institutional knowledge to fast-moving product development initiatives. Translating PowerPoint strategy into working prototypes was also a must. Finally, while the firm had learned a lot from 30-plus projects on the go, it was now looking to create cohesion.

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A partnership that evolves as rapidly as the company’s changing business requirements

Our relationship with the firm has matured over several years, so we were already grounded in its way of thinking. We were soon delivering an iterative, concept-driven working model based on frequent, collaborative working sessions held onsite and virtually. We found that we could speed up the product definition by helping the company visualize its needs as the company defined and refined them. This meant business teams could make more informed decisions far in advance of user acceptance or product deployment. Innovations in access to user populations and low-fidelity prototypes allowed earlier and more frequent engagement with end users.


An eight-year relationship—and counting

Because we’ve enjoyed a long-term, trust-based relationship with the firm, our combined team can focus on the most productive methods, innovative tools, and newest techniques— something that would be impossible with typical stop/start consulting engagements. That freed us to put many initiatives into production, several of which aren’t simply point solutions but fully transformed platforms with associated design systems. Examples include:

  • Global research portal to make investment decisions easier
  • A suite of managed account solutions
  • Customer acquisition as well as profile and portfolio construction
  • Integrated sources of profile, performance, and client relationship management data

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Meanwhile, the working model of the internal user experience team is evolving as they participate more fully in the business and help shape go-to-market strategy. The result is that the product development lifecycle is speeding up. And because many people have been part of the team for a long time, they provide depth and context to new initiatives.