A Global Target Operating Model (TOM) for Growth: Wealth Management

Savings of between 16% and 28% through a new TOM


A global wealth management   achieved savings of between 16% and 28% (£5.2 m-£9.1 m) through a new global target operating model.

The wealth manager organisation was facing huge challenges by attempting to achieve profitable and sustainable growth. They were experiencing increasing customer demands, business complexities and costs.


 The wealth management organisation, with the help from ecosysBiz, decided to transform its organisation by implementing an innovative global target operating model. Savings of between 16% and 28% were achieved through a new TOM.

ecosysBiz helped the client to define a target operating model or blueprint. The TOM provided the “architect’s sketch” and the detailed design of the future business for all stakeholders to view.

The TOM was aligned to the organisation’s objectives for growth and cost reduction. An operating model maturity assessment, capability model and a road map were among those artefacts we defined as part of the TOM transformation.


  • Governance Model. Definition of roles and responsibilities
  • Capability Model. Consolidation and streamlining of capabilities
  • Implementation of standardized processes that could be scaled up to other geographies
  • Low-critical tasks were performed through a centralized shared service at a lower-cost
  • Instrumental in achieving savings of between 16% and 28% (£5.2 m-£9.1 m) across Risk and Operational initiatives.

 Savings of between 16% and 28% through a new TOM

 How Can I help

 Drawing on my experience, organisations must innovate their operating models to achieve growth and generate more revenue.

Organisations can only transform by defining of a target operating model for fast growth and innovation. The TOM could also even reap substantial cost savings or cost reduction benefits by embedding the right strategies.

A conventional operating model design won’t help organisations to adapt to volatile or uncertainty markets, or successfully execute their strategies for achieving growth. For instance, silo-ed strategies, processes, technology, and data result in isolated, disconnected and dysfunctional functions which makes it impossible to attract or retain clients.

My aim is to help organisations navigate disruption, embrace innovation and transformation to manage regulatory change and integrate business and technology to transform performance and achieve long-term growth.


My approach is disruptive, unique and cost-effective. I pride myself for my precision of execution and benefits realisation.

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