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InteliSense IT, Navigating Change, Delivering Value

Financial services and insurance

The audit asked who approved it.
Nobody could show them.

Regulated operations rarely fail on judgement. They fail because decisions, approvals and exceptions happen in email while the record is rebuilt afterwards. We connect customer, case, approval, evidence and reporting around the specialist systems that should stay exactly where they are.

See how the control flows

We implement an approved control model. We do not give regulatory, compliance or legal advice.

Sound familiar?

Six sentences we hear in regulated operations.

If two or three are true, the gap is in control design rather than in your people.

  • The audit asked who approved it. We could not show them.

    Decisions happen in email, so the evidence has to be reassembled afterwards.

  • The customer had to repeat everything, again.

    Relationship, open case and history sit in different systems with different owners.

  • Onboarding is waiting on someone. We are not sure who.

    Coordination across checks, documents and approvals has no single owner or clock.

  • The complaint was handled well and recorded badly.

    Good operational judgement leaves no usable trail when the regulator asks.

  • That exception was allowed, but not by anyone with the authority.

    Override happens quietly because the workflow never modelled it.

  • Every management pack is rebuilt by hand.

    Reporting is disconnected from the records that produced the activity.

How a controlled process should run

From first contact to evidence, without a rebuild at the end.

Each step either commits the organisation, needs an authority or has to be evidenced later.

  1. Identify: One trusted customer identity, with the context the next interaction needs.
  2. Request: Enquiry, application, case or complaint captured with a clear owner.
  3. Check: Specialist checks called where they belong, with status returned to the workflow.
  4. Decide: Approval taken by someone with the authority, and recorded as it happens.
  5. Act: Operational and financial actions carried out from the same record.
  6. Evidence: Decision, rationale, exception and override held as an audit trail.
  7. Serve: Service, complaints and communication connected to the live position.
  8. Report: Management information drawn from the same records, not rebuilt.

Evidence and boundaries

What we can show, and where we stop.

In a regulated environment, an overstated claim is a risk in itself.

80%

of our business comes from existing customers and referrals.

All customer stories

The best I’ve ever experienced in over 20 years of collaboration.

Programme Manager, Hill & Smith Plc

Where this usually starts

Pick the one your risk register already mentions.

The starting point narrows the question. It does not choose the architecture on its own.

Four decisions

Four points where you can stop, change route or carry on.

Customers are served while a programme runs. The decision points have to be real, and early.

We agree whether this is ours to do at all
Gate 1Before commitment

We agree whether this is ours to do at all

Financial services has genuine boundaries. The first gate confirms the business model, the process in scope and whether the situation is one we can support responsibly.

Confirmed at this gate

  • Segment, business model and process in scope
  • The customer journey and its decision points
  • Specialist systems that must remain authoritative
  • Compliance and risk ownership
  • Sensitive information, third parties and critical dependencies
  • The business outcome leadership is asking for

Decision

  • Proceed
  • Assessment first
  • Transform first
  • Out of scope, told honestly

Swipe, drag or use the arrow keys to move between decisions.

Where to start

Tell us where you are, and we will tell you what the situation supports.

A few questions, carried into the conversation. Please keep answers at organisational level and do not include customer, credential or confidential case information.

Question 1 of 4

0 of 4 answered

1. Where are you today?

This is what decides the commercial route. Everything else refines it.

Common questions

Questions financial services leaders ask us.

A conversation, not a pitch

Which controlled process is straining?

Customer context, case handling, onboarding, approvals, evidence or reporting. Tell us where the strain is and we will be straight about what is ours to fix and what is not.

Explore industries

Not sure where the problem sits? Start with an assessment

Extensions (ISVs)The distance between standard Dynamics and how your sector actually works is where most of the effort goes. These are the products we built to close it.See what we have built