We advise retail and commercial banks through the changes that define them — replacing core platforms, building Islamic banking propositions, integrating mergers and delivering digital at scale. The firm was founded and is led by Dean Gillespie, a former bank CEO. Every engagement is partner-led.
The firm is new; the experience is not. Client references are available privately on request.
Senior people only
Every engagement is led and delivered by someone who has run banking change from the inside. There is no leverage model and no learning on your time. The person who wins the work is the person who does it.
Delivery, not decks
We stay through execution. Advice shaped by accountability for the outcome is different from advice shaped by accountability for the recommendation, and banks can tell the difference.
Discretion as standard
We work quietly, at board level, on matters that are commercially sensitive by nature. Our references are private for a reason, and we will not name clients in a pitch.
Independence
We take no fees, commissions or alliance payments from technology vendors or system integrators. We have no software to sell and no partnerships to steer you towards. Our only client is the bank.
How we engage
On a major programme we take the seats where judgement matters most:
- Board-level assurance — an independent view of whether the programme will deliver, reported plainly to the people accountable for it.
- Owner's-side adviser — on the bank's side of the table through vendor selection and contract negotiation.
- Interim programme leadership — running the programme directly where the bank wants proven hands at the top of it.
In every case we work alongside the bank's own people and, where one is engaged, a delivery partner.
What we are not
We are not a substitute for scale. Large programmes need large teams, and there are firms better suited to staffing them. Our place is in the seats above — where the question is hard, the stakes are high, and what is required is judgement rather than capacity.