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Our banking experience

Large Canadian Bank – Digitization

Tramore Group provided program management services as part of a major digitization initiative to improve operational efficiency. The program enhanced the customer experience through secured authentication, real time deposit validation, and extra capacity for face-to-face customer conversations. Straight through processing of customer transactions from branch to back office eliminated manual intervention within Deposit Operations.

Major Canadian Bank – Procurement of Program Partners

Tramore Group professionals developed and managed a program that identified potential partners for a major e-business initiative. The program’s major deliverables included RFI development, procurement process management, partner selection support, and the negotiation and execution of legal agreements between the client and the selected partner.

Major Canadian Bank– Program Management – Regulatory Compliance / Taxation

Tramore Group professionals led the development of a global transfer pricing program. The scope of the program included establishing rules and formulas for allocating revenues and costs acceptable to the various tax jurisdictions where the Bank operated. The deliverables included a transfer pricing methodology, a new functional organization, new business processes. The completed program met the requirements of the global tax regulators.

Major Canadian Bank- Program Management -Sarbanes-Oxley (SOX) Regulatory Compliance

Tramore Group professionals led and managed an Internal Controls Program, including the work required to implement Sarbanes-Oxley. The scope of the program included all components of the COSO control framework. The program budget exceeded $75 million and involved more than 300 people over an 18-month time-frame. The key deliverables from this engagement included: program governance structure, business case, program charter, executive/board/regulator status reporting, control methodology and external audit sign-off.

Major Canadian Bank- Strategy Development

For the business banking division of a major Canadian bank, a Tramore Group professional designed and managed the project to develop a strategy to gain business advantage through the effective use of the internet, internet technologies and associated business process improvements. The key deliverable was the Strategy document.

Joint Venture Project / Operational Due Diligence and Business Case

A Tramore Group professional led the Operational Due Diligence to combine the national back office processing operations of the three banks. The key deliverables were a report summarizing cost reduction opportunities and a business case to implement. The co-sourcing initiative recommended by this project was successfully implemented.

Major Canadian Bank – Post-Implementation Review / Lessons Learned

Tramore Group was engaged to complete a Post Implementation Review of a process improvement project. The reviewed project was completed after many delays and cost overruns. Tramore Group interviewed executives from business, IT and operations. Tramore Group facilitated multiple workshops involving dozens of participants from all levels of the project. This engagement resulted in a report setting out our findings, lessons learned, and recommendations for future projects.

Major Canadian Bank – Program Health Check / Business Case – Strategic Initiative

Tramore Group was engaged to review the status of the development of a business case for a major new strategic initiative where the relationship between the business and IT teams needed to become more effective for the business case to be finalized. We assisted in the development of an atmosphere of co-operation and transparency resulting in completion of a business case that was jointly endorsed by the business and IT teams.

Large Canadian Bank – Digitization

Tramore Group was engaged in a multi-year digitization initiative to provide program management and governance for a team in excess of 200 resources. The mandate of the program was to introduce new technologies and processes to reduce and eliminate paper transactions. Tramore Group provided oversight and consistent reusable processes to manage the programs within each of the affected business units. The program introduced electronic forms and signatures, automated workflows, robotics, and use of tablets in the branches. Tramore Group supported the development and implementation of best practices within the bank’s enterprise PMO.

Large Canadian Bank – Digitization

Tramore Group was engaged for program and project management services in a large-scale program to enhance digitization capabilities, optimize internal processes, and significantly reduce paper usage for client communications. This cost transformation program was organized into five large sub-programs consisting of more than 150 resources.

Large Canadian Bank – Digitization

Tramore Group provided program management services for a major cross-border Digitization Program designed to improve operational efficiency. The customer experience was enhanced through secured authentication, real time deposit validation, increased capacity for face-to-face customer conversations, and straight through processing of customer transactions from branch to back office, which eliminated manual intervention within Deposit Operations.

Large Canadian Bank – Cheque Image Capture – Re-baseline and recovery

Tramore Group was engaged to re-baseline a image cheque processing program implement the new baseline program. Scope included both internal digital channel deployments and outsourced capture and settlement engines. The program was rebaselined and began delivering material working functionality with three quarters. The stakeholder group included internal functional units, business units, corporate support areas and two outsourcers.

Large Canadian Bank – Digitization

Tramore group was engaged to provide strategic advice on a very large cross-border payments initiative. We continued to provide advice for a period lasting just over three years.

Large Canadian Bank – Digitization

Tramore Group was engaged to lead the Process Enablement and Consistency sub-program to design and implement a solution focused on performing a digital transformation of the product account lifecycle. Focus on origination and post origination processes ensured a consistent customer experience from account opening throughout fulfillment. The return mail flow was optimized by converting to digital mailings and centralized processing for returns.

Large Canadian Bank – Digitization (Organizational Change Management)

Tramore Group was engaged to lead the Organizational Change Management (OCM) sub-program of a Canadian bank’s digitization initiative. Focus was on managing the impact of this program on the employees, leaders and customers. The primary objective of the sub-program was to ensure that customer communications were timely, consistent and informative, and supported both the bank’s stakeholders and employees in the transition to the new digital process.

Large Canadian Payment Processing Outsourcer – Digitization

Tramore Group was engaged to review an in-place digitization program and to make recommendations on program improvements. After a number of working sessions, Tramore Group provided implementation assistance for some of the more challenging workstreams.

Large Canadian Banks – Digitization

Tramore Group managed the program to implement image cheque processing including the implementation of a new payments hub. The scope included developing the requirements, implementing cheque image capture, inter-bank exchange & settlement and implementing the ATM, Branch and Commercial Customer Deposit channels. Day 2 processing was also in scope. Over 50 interfaces to new and existing systems had to be built and tested. Stakeholders included business units, functional units, corporate support areas and three significant vendor partners.

Large Canadian Bank – Digitization – Outsourcing

Tramore Group managed a program to digitize the cheque payments system and outsource clearing and settlement functions to a third party. Program scope included Day 1 and Day 2 processing together with implementing four digital channels – mobile, commercial capture, branch and ABM.

Large Canadian Bank – Digitization and Payments (Day 2 Processing)

Group managed the implementation of Day 2 Processing including exception processing, adjustments and return item processing. The program separated work streams into incoming and outgoing items. Significant process redesign was required to implement the target state.

Large Canadian Bank – Digitization (cheque image Day 1)

Tramore Group managed the program to implement image cheque processing. The program budget exceeded $100MM. The scope included developing the requirements and Target Operating Model. Sub-programs and work streams included cheque image capture, inter-bank exchange & settlement and implementing the ATM, Branch and Commercial Customer Deposit channels.

Large Canadian Direct Clearer – Digitization Strategy

Tramore Group was engaged provide advice on implementing digital cheque clearing systems. A number of workshops were conducted on-site with a broad group of stakeholders. Our subsequent reports on implementation considerations were accepted and successfully implemented.

Major Canadian Bank – Digitization (Operations Workflow Automation)

Tramore Group was engaged to lead a Digitization sub-program to automate common processing components across multiple labour-intensive operational processes in order to deliver improved operational controls, increased efficiency, consistency and accuracy resulting in reduced labour costs and losses due to error.

Large Canadian Bank – Digitization

Tramore Group was engaged to remediate a cheque imaging initiative within a large Canadian bank. The program team evaluated the current state of the initiative, the organizational structure, and the governance and team structures in order to reset and restructure the program. The remediation plan included reductions in scope, timeline and cost. Upon successfully delivering for three quarters, program management was transitioned to an internal team.