Case studies

Real problems, and how they were solved.

Each case study shows a business problem, what I did about it and what changed. Confidential client names are kept private.

Organisations

Verified organisations and logos will appear here, grouped by relationship.

Selected work

Illustrative cross-border banking workspace with a payment network map — Illustrative image · Confidential project

Enabling cross-border payments for a banking technology provider

Anonymised

Context: A banking technology provider whose bank customers needed the ability to offer cross-border payments, but the provider had no licensing coverage of its own to support it.
Challenge: Cross-border payments require regulatory licences in each corridor. Building that coverage directly would have taken years and significant capital, blocking a capability the banks were already asking for.
My role: I led the partnership strategy end to end — identifying the right licensed partners, opening the conversations, structuring the commercial relationship and closing the agreements.
Approach: Mapped the licensing requirements for the target corridors and identified where an Electronic Money Institution (EMI) and a Bureau de Change (BDC) could provide the coverage needed. Opened and managed partnership conversations with both parties, aligning regulatory, technical and commercial requirements.
Delivered: A partnership structure giving the provider licence coverage for cross-border payments through an EMI and a BDC. Negotiated and closed the partnership agreements.
Outcomes: The provider gained the licensed coverage to offer cross-border payments to its banking customers without building its own licensing stack.

Illustrative foreign exchange workspace with international currencies and a checklist — Illustrative image · Confidential project

Standing up an OTC and cross-border FX platform

Anonymised

Context: An OTC and cross-border foreign-exchange platform bringing currency dealing, cross-border settlement and client onboarding together in a single service.
Challenge: A platform like this cannot operate until three things move at once: the regulatory position, a bank willing to work with it, and a product that reflects how the business actually runs. Any one of them missing holds up the rest.
My role: I worked across the programme rather than on one part of it — supporting compliance and the licence process, leading the banking partnership and onboarding, and overseeing the platform build against the project plan.
Approach: Worked through the compliance requirements alongside the regulatory licence process, so the licence position and the operating model were shaped together rather than in sequence. Led the banking partnership search and the onboarding process, taking the platform through the due diligence a bank needs before it will work with an FX business. Oversaw the platform build — holding the project plan and keeping the build aligned with compliance, banking and licensing requirements as they developed.
Delivered: Compliance support and support through the regulatory licence process. A banking partnership, with the platform taken through onboarding. Project oversight and planning for the platform build.
Outcomes: Compliance, licensing and banking ran alongside the build instead of after it, so the platform was not left waiting on a bank or a licence.

Illustrative team collaboration with shared workflow notes — Illustrative image · Confidential project

A finance platform's banking partnership, and the team behind it

Anonymised

Context: A business finance platform that brings expenses, corporate cards, payments, invoicing and multi-currency accounts into one place for companies and their finance teams.
Challenge: What the platform promised depended on things outside the product: banks willing to work with it, and a team moving as one across product, operations and finance. Without either, the roadmap stalls however good the build is.
My role: I worked on two fronts — the external one, the banking partnership, and the internal one: how the team worked together, and the direction it was being given.
Approach: Led the banking partnership, taking the platform through the conversations and due diligence a bank needs before it will support a finance product. Looked at how work actually moved between functions and put a cross-functional workflow in place, so product, operations and finance were working from the same picture rather than a series of hand-offs. Built the team deliberately — collaboration habits, clear ownership, and a shared understanding of where the business was going.
Delivered: A banking partnership, from first conversation through onboarding. A cross-functional workflow across the team, with clearer hand-offs and ownership. Team building and direction: ways of working, and a clearer line of sight on priorities.
Outcomes: A way of working that held across functions, and the banking relationship the platform needed to operate.

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