fin.associates — Banking transformation. Delivered.

The firm

Every engagement is led by a partner who has run these programmes inside a bank before advising on them.

We advise retail and commercial banks through the changes that define them — replacing core platforms, building Islamic banking propositions, integrating mergers, delivering digital at scale and restoring performance and productivity.

Six practices

Expertise

01 Core banking transformation Selection, replacement and modernisation of core banking platforms — from business case to cutover. 02 Islamic banking Design and launch of Shariah-compliant banks, windows and products across established and emerging markets. 03 Mergers & integration Banking mergers, acquisitions and separations — operating model, systems and customer migration. 04 Digital banking New digital banks and channel rebuilds, engineered for regulatory approval and scale from day one. 05 Large-scale change delivery Programme leadership and delivery assurance for the transformations boards cannot afford to miss. 06 Performance & productivity Cost-to-income, front-to-back process and distribution productivity — performance earned in the operations, not announced in the plan.

Approach

Senior people only

Every engagement is led and staffed by practitioners who have delivered banking change themselves — no leverage model, no learning on your time.

Delivery, not decks

We stay through execution. Our advice is shaped by accountability for the outcome, not the recommendation.

Discretion as standard

We work quietly, at board level, on matters that are commercially sensitive by nature. Our references are private for a reason.

Offices

London

Europe & Middle East

Advisory to established institutions on core modernisation, Islamic windows and regulatory-driven change.

Sydney

Asia Pacific

Transformation and merger integration for banks and mutuals across Australia and the Pacific.

Dhaka

South Asia

Core banking and digital programmes for one of the world's fastest-growing banking markets.

Insights

8 August 2026 The ten decisions that determine a core replacement before the vendor is chosen Boards treat vendor selection as the decision. By the time a shortlist exists, most of the outcome has already been settled — some of it by default. 1 August 2026 Why cost programmes unwind by year three The savings are usually real. The problem is that the work was removed without the demand for it being removed. 24 July 2026 Risk appetite statements that actually constrain Most describe the risk a firm is already taking. Very few would stop a decision the executive wanted to make.

If we are not the right firm for the problem, we will say so.

Talk to a partner

fin.associates — Specialist advisers to retail and commercial banks.

Expertise