Fund Manager unlocks scalable growth through digital transformation
Addressing operational barriers to growth
A leading fund management company sought to enhance its digital processes to drive operational efficiency and support its ambitious growth strategy of doubling managed assets within several years. In pursuit of these efficiencies, the company sought to streamline a highly manual process for updating its fund documents, which would be a key driver in achieving its optimisation objectives.
The goal of the programme of work was to reduce organisational and process complexity and establish a best-in-class fund document creation and review process.
A strategic approach to digital innovation
Parva Consulting was engaged to design and implement a streamlined, scalable operating model that could deliver the desired efficiencies.
Our involvement in the project included project management and governance, requirements gathering and operating model development, market assessment and solution implementation.
We worked closely with the client with a team of local support, applying Lean methodologies to identify inefficiencies, enhance workflows and define business requirements to realise the improved capabilities supporting their development goals.
With this target view, Parva led a market assessment and vendor selection process to identify the right technology partners that could meet the specific requirements. We then worked with the firm to implement the new supplier’s technology and operational procedures to align with the new digital operating model.
Results that matter
The operating model and process transformation delivered strong foundations for the firm’s future growth aspirations. Optimising the operating model positioned the company to scale asset growth while automating and streamlining fund documentation, speeding up delivery and reducing bottlenecks. Enhanced collaboration further strengthened content-sharing and review processes with third parties, ensuring greater efficiency in operations.
In collaboration with the client, we identified and redesigned multiple workflow scenarios, reviewing more than 120 sub-processes involving over 40 handovers across more than 20 actors. Additionally, the project pinpointed 13 key success criteria and 24 key pain points, addressing crucial aspects such as roles and responsibilities, governance, and traceability.
The project enabled the client to focus more on its operational expansion aims and serving its clients – transitioning away from manual towards automated processes significantly improved efficiency and reduced operational latency.
Working in close partnership was key to the success of this programme. Our client lacked the capacity and experience to manage such significant change, and so turned to Parva for deep sector expertise and experience in project governance, process design, and implementation. Collaborating together throughout structured workshops, and vendor selection process, content analysis and technical implementations, the client and Parva team reduced the risk of failure and maintained delivery momentum needed to see the change through to completion.
120+ sub-processes reviewed
24+ critical pain points addressed
Value delivered
The client recognised the benefits of investing in new ways of working and tools to support this. The efficiency of the new processes and tools enabled the client to cope with the ever-increasing complexity of the collaboration between teams. With an enhanced operating model now in place, the company is driving efficiency and supporting its long-term growth ambitions.
