Case study · 03 / 03
SLK Software · FinTech · Digital Banking · 2025–present

Building a 125-person global fintech delivery powerhouse — and the client’s confidence with it.

As Account Delivery Head for FinTech, the engagement began with a client losing confidence: missed timelines and an offshore team underperforming on multi-million-dollar digital-banking programmes. The job was to rebuild delivery — and trust — at the same time.

125+
Associates led
99%
Client retention
15%
Delivery cost cut
$10M+
Account revenue
2
Onshore + offshore
SLA↑
Improved across tiers
The challenge

A client losing confidence in delivery.

A FinTech client was losing confidence. Timelines were slipping on multi-million-dollar digital-banking and payments programmes, and the offshore team was underperforming against expectations. The relationship was strained at exactly the point where the account should have been growing.

The brief was direct: stabilise delivery across a 125+ associate onshore/offshore organization, find cost without cutting capability, and re-earn the trust of the client’s leadership — quickly.

The work

Rebuild the delivery engine, then the trust.

  • Re-engineered agile delivery across 125+ onshore and offshore associates — one cadence, clear ownership, predictable SLAs.
  • Found 15% in delivery cost by reorganising how the work flowed, not by cutting the team.
  • Improved SLAs across tiers while the cost was coming down — the two moving together, not traded against each other.
  • Engaged the C-suite directly, turning strategic value delivery into $10M+ in annual account revenue.
  • Made retention a delivery metric — 99% client retention over the first six months of the turnaround.
“You don’t win a client’s confidence back with a deck. You win it by being predictable for two quarters in a row, in a programme that wasn’t.”
— Swarup Kumar, on the SLK engagement
Outcomes

What it produced.

  • 125+ associate delivery organization — stabilised across onshore and offshore.
  • 99% client retention — over the first six months of the engagement.
  • 15% lower delivery cost — achieved while SLAs improved across client tiers.
  • $10M+ in annual account revenue — through strategic value delivery and direct C-suite engagement.
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