CASE STUDIES

A major international airline company wanted to change the project delivery process, inject technology expertise in the front lines, and revamp and redesign their data and analytics organization.

Khyanafi was tasked with establishing a new model of engagement with business stakeholders, help with the reorganization, and create efficiencies across the data architecture, DevOps, and analytics delivery pipeline.

A global building supplies manufacturer and distributor wanted to create a new shared services division to handle data management and analytics across its global operating regions. The work involved consolidating resources and initiatives in the USA initially, before bringing in European, South American, and Australian areas into the standard approach.

Khyanafi assisted the data leader with the analysis, planning, and integration work.

A sizeable multi-brand retailer embarked on a journey to create a consolidated data and analytics program to drive campaign management, marketing analytics, customer experience, and optimized shipment operations to transform the way the company engaged.

The project started under different leadership, with a 100% outsourced model. Khyanafi was engaged in helping manage the work in a multi-vendor environment and assist the new data leader in defining and building an in-house data team and integrating the data initiatives across the brands and consolidating customer data.

Basel Committee on Banking Supervision (BCBS), in standard 239, specified 14 principles for effective risk data aggregation and risk reporting. The US FED mandated CCAR program has similar needs around data and reporting. Globally, European Community Bank (ECB) required stringent process controls for the treatment of data used in assessment and reporting risk.

Khyanafi's leaders led the build-out of the CDO organization from the ground-up. They hired senior leaders to establish multi-year data agendas and deliver on the regulatory mandates across US and European entities' expectations while transforming the bank with enhanced data enablement, data literacy, and data quality practices.

It is never an easy task to integrate data across six different lines of businesses and make it usable to a user community of over 10,000 people.

A large global bank undertook such an initiative across the different business lines in its consumer and community banking division. Several of Khyanafi's leaders were part of the assessment, planning, architecture, and integration work.

In addition to combining data, the new platform helped sunset two large legacy data platforms, migrate the workloads, and use the latest analytics products.

The approach also helped with improved marketing, managing risk assessment, speed, and transparency of pricing, enhanced customer support through digital channels, and efficient collection strategies across products.

To grow its student lending business portfolio, a large bank acquired a specialty finance company.

The variations in company culture, business processes, systems, data platforms, and talent were challenging to manage. The incoming business and technology leaders needed an accurate assessment and path forward for integration.

Khyanafi's leaders were engaged in helping with the assessment and recommendations activity. The client retained them on an extended basis for the planning and execution of the integration and post-merger activities across the two companies for all work related to data and analytics

The auto finance division of a large global bank embarked on data strategy and analytics initiatives sponsored by the Chief Risk Officer and Chief Marketing Officer.

The business driver was the growing interest in improving profitability, reducing the cost of doing business, managing risk, and enhancing service levels across their dealership clients between dealer commercial services (DCS) and retail loan groups.

Khyanafi's leaders established this new organization that comprised Business Data Strategy, Reporting/Analytics, Data Enablement/Governance, and consolidated Data PMO/Demand Management.

In partnership with Technology leadership, a new data platform was built across the two divisions, comprising 16 projects over 30 months with a budget of approximately $32 million.

When the mortgage crisis hit between 2007‐10, many internal functions were not prepared to handle the processes' volume or complexity to manage large‐scale default and foreclosure activities.

It was hard to forecast default volume, monitor and process an active pipeline, effectively collaborate with attorneys, and extend timely help to customers through forbearance, modification, and short‐sales.

In collaboration with the risk management leadership, a new initiative was planned and delivered in under four months' time frame, which provided default risk analytics, enhanced servicing operations for foreclosure, and real-estate owned (REO) property management and rolled out to the Mortgage Servicing team.

During the financial crisis in 2008, a major global bank took over another sizeable national bank. There was a need to integrate consumer banking operations at the earliest to avoid significant disruption to the customers of the failing bank.

As members of the team that planned and executed this large-scale process and data/analytics integration, Khyanafi's leaders led the combination of chart-of-accounts mapping, branch-banking analytics, credit-decision engines, and risk/finance/operations reporting, and analytics functions.

Post‐merger, two sets of loan origination and servicing systems existed for several years, forcing dealers to originate loans based on customers' scores. The decision engines were separate, and re-scoring and counteroffers were difficult.

Increased strain on reporting and analytics functions caused wasted efforts, complex maintenance, avoidable delays, and incorrect metrics requiring significant re-validation.

Standardization on a single set of origination and servicing platform data model and attributes was implemented. Data delivery was integrated into the new decision engine with house‐holding information and on‐ us/off‐us pre‐calculated outstanding debt, including any in‐pipeline loan applications.

A new data platform with enhanced dealer‐level data across commercial and retail segments was established and along with reporting and analytics applications and elimination of risky user‐managed systems, with an overall annual investment of approximately $10M for three years.