Getting a stalled core-system program moving again.

Client context

The business context.

A debt-collection portfolio company was replacing legacy tools with a more integrated core-system environment. The program had stalled, with repeated delays and unresolved dependencies between business processes, systems and the software vendor.

The integration had to reflect how the business actually operated. Collection workflows and commission rules depended on case ownership, activity and payment timing. These requirements needed to become clear system behavior, with testing across the people and systems involved.

The work

How the engagement was delivered.

• Take full ownership of program and vendor delivery

  Assumed end-to-end program ownership to stabilize the work and accelerate delivery with the system vendor. Coordinated business decisions, implementation priorities and the integration issues holding the program back.

• Define the business logic for integration

  Designed the business logic needed to connect the operating processes and core systems. Worked through requirements and system handoffs so that the vendor and business stakeholders could resolve issues against a common understanding of the intended behavior.

• Test across stakeholders and systems

  Coordinated testing across key stakeholders, covering the end-to-end integration rather than isolated system components. Connected business validation with the vendor’s delivery work to identify and resolve issues.

What changed

A stabilized integration and renewed delivery momentum.

The engagement stabilized the end-to-end system integration and accelerated delivery with the system vendor. Full program ownership brought business-logic design, stakeholder testing and technical delivery into one coordinated effort, moving the stalled program forward.