Penny McGill Professional Website
Experience - Making it happen
Here are examples where I've helped companies achieve transformation
Expanding into a New Market
BANKING GROWTH STRATEGY
Large bank aspired to grow their N.A. cash management business by expanding into the small and medium markets. Key questions – is there a scalable go-to-market model, is a solution to satisfy customers affordable, and will the market segment be profitable? The result was a $300M annual revenue growth strategy for N.A. Cash Management with an operating model and 5-year roadmap for success.
A Tale of Success
A NEW MODEL FOR BETTER RESULTS
The CIO of a large bank was feeling the pressure from business partners to reduce costs and explain value. Facilitated collaborative team engagement with more than 80 of the bank's technology leaders, who architected real change in how to deliver value, faster and better. Equipping the team with industry leading practices, targeted 30% efficiency gains for technology and operations in a detailed 5-year roadmap and business case.
​
Turnaround Revived Confidence
TRANSFORMATION MADE POSSIBLE
A large scale core banking implementation found itself in a world of trouble after two years. Requested initially to assess the issues and formulate a turnaround strategy. The strategy emerged and began with a reset on the business needs, a new execution plan, augmentation of skilled talent, and disciplined governance. Continued to help rebuild confidence with the business by delivering successful outcomes.
Here are other examples where I've helped companies solve business problems.
An order-taking sales model for personal savings and investment products transformed to ...
... a roadmap for changing people, process and technology capabilities to grow by $34B
Large Bank
The concern that account opening capabilities were behind those of competitors transformed to ...
... empowered insights about targeted process and technology changes to move ahead
Large Bank
Line of business leaders dissatisfied that technology and operations cost too much transformed to ...
... a shareholder value analysis that demonstrated $1.1 return on value
Large Financial Institution
A costly financial operation that experienced challenges supporting lines of business transformed to ...
... a leaner, more functional, state-of-the-art Finance group poised to support lines of business
Large Financial Institution
Executive complaints about technology cost transfers, not understood and appeared excessive transformed to ...
... a business cross charge approach that aligned costs to outcomes
Large Financial Institution