With five solution departments, fifteen operational areas, and more than forty-five development teams, the client’s operations and processes seemed too complicated to be sustainable. 

What was the heart of the problem? The client had stiff processes and was bound to the inherent strict rules and norms of the FinTech industry that stifled innovation. Additionally, projects were executed using the Waterfall approach, burdened by extensive and intricate requirements that often felt like an uphill battle. Moreover, the collaboration between IT areas and solution departments faltered, hindering progress and creating silos that suppressed creativity.  

In the middle of all this, it became evident that the client was missing a standardized Agile framework. With no clear prioritization or estimation model in place, the path to streamlined value delivery remained elusive.