Project Focus Integration

SAMPLE PROJECT REPORT

Project Structure

Objectives Profitability Growth Talent

Capability Retain Key

Target EBIT and EBITDA Sales Cross Sell
Enhancement Talent

Priority Vendor Capability and Marketing and

IT Spends Offshoring Client Strategy People
Workstreams Rationalization Solutions Comms

-License -3rd Party

-Plan
Key Activities Optimization vendor consol
-PID
(Immediate) -Automation -Performance
Consolidation
-Offshoring evaluation

-IT stack
-Real estate
Key Activities renewal -Long term
consolidation
(Long Term) -IT Infra plan
-Plan
review
Status Update : Focus Integration Project

Workstream Objective Current Update Next steps RAG Status

• Align Focus communications with G- • Communications teams – XXX and UUU formally
• Maintain sharing of updates and successes
Group linked up
• Inclusion of Focus colleagues in all hands G-Group
Communications • Share Focus & G-Group news inter- • Comms and updates now included in weekly G- Green
Meets
team Group updates
• Ongoing introduction and stakeholder alignment
• Join the communication teams • D-lists updated

• Marketing budgets to be aligned across the teams

• Investigate leveraging G-Group marketing and go to
• Focus budget shared with G-Group
market activity to promote Focus services and
• Alignment on marketing and go to
• Marketing teams formally introduced capabilities
Marketing market activity Green
• Marketing plans shared from Focus to G-Group • Focus marketing team to support on wider marketing
• Shared event planning and client
go to market activities
engagement
• Actively promote market insight and case studies to
existing

• G-Group pipeline to be shared regularly with Focus

bid team
• Core propositions aligned between G-
• Regular review of combined pipeline to highlight and
Group & Focus teams
progress sales activities
• Joint GTM activity agreed • Weekly account reviews now in place with XXX
• Further senior exec engagement with Focus clients
• Detailed account plans reviewed and and YYY providing G-Group engagement
Growth (New & from G-Group – to be arranged by Focus teams
client introductions progressed • Joint client engagement being progressed for 3 Green
Existing accounts) • Propositions to be reviewed by XXX and YYY– and
• Promote Focus and G-Group services clients
joint proposition development to be agreed
within clients • Propositions initially reviewed between teams
• Detailed go to market plans to be developed from a
• Pipeline management and
new business growth perspective – to be shared with
coordination aligned
G-Group
Status Update : Focus Integration Project

Workstream Objective Current Update Next steps RAG Status

• Drive offshoring activity to 40% across

• Offshoring – walk through of the plan and focus
Focus
• Offshoring plan in progress and actively being managed by on group functions to further develop the plan
• Investigate shared services model to align
Daksh (Update included) • Shared Services – deep dive with XXX / ABC /
Focus group functions with wider G-Group
• Shared services proposal discussed with XXX / ABC / MNQ / MNQ / PQR to agree next steps
Operating Model business Amber
PQRand principles agreed • Client exits – costs and plans to be reviewed
• Review of business ratio’s and team setup
• Business resourcing and ratios now discussed across by AAA and work to drive an accelerated
in Focus to align with G-Group structure
operations. IT and group functions to be progressed timeline
• Suppliers further rationalized

• Budget gap of £3m to be solutioned week

• Business plan on track for delivery of profit in Q2 FY25 commencing 22/04 which needs to be
• Deliver minimum of break even position in • Management challenge of £3m set to the Exco and SLT to delivered by August 2024
FY25 deliver the budget and enable pay rise (1st time in 4 years if • Leases formally transferred
• Optimize supplier and Focus cost base delivered) • Mortgage Hub reseller licenses investigated Amber
Financials
• Transfer Group property leases to Group G • Group property leases agreement with G-Group exec to within G-Group and decision to be agreed
• Maximise Intercompany support and transfer to G-Group • Suppliers rationalized from 320 to 150 with
alignment on transfer charging principles • Intercompany charges now understood and agreed. Back support from ABC and PQR
logged now cleared • IT costs and license approach to be agreed
with XX and BYY– namely Microsoft, BT, IBM

• Propositions detailed and signed off within

G-Group
• Technology roadmap further reviewed and
• Aligned propositions between G-Group and • MNQ actively reviewing the Focus propositions
feedback provided to AAA on outcome and
Capabilities & Focus • BBB engaged to conduct technology roadmap review
next steps Amber
Propositions • Technology and customer roadmap alongside PQR and LMQ
• Propositions sign off
documented and signed off including • providing resource support in the solutioning team
• Pre-Sales solutioning support provided
external review
IT and Change

Objective: Conducting a detailed assessment of the existing IT infrastructure to identify

Activity
redundancies , inefficiencies and opportunities for consolidation. Reviewing licenses and FY’25 Target Owner
RAG
vendor contracts and eliminating duplicate services or subscriptions. Automation where TBD XXX and YYY
ever possible.
Progress Updates: Next Steps:

• Conducting a detailed assessment of the existing IT infrastructure to • Need support on Operations - evaluate quick fix automation opportunities.
identify redundancies , inefficiencies and opportunities for consolidation. Quick fixes with staff augmentation are needed e.g. test automation on
mortgage hub, AWS expertise.
• Reviewing licences and vendor contracts and eliminating duplicate
services or subscriptions. • For Tech Stack Modernisation evaluating if any TM vendors can address
that Target challenges via license provisions.

• YYYY tool modernisation is a requirement however it needs to have

FinTech consultants to drive the modernization.
Vendor Rationalization

FY’25 Target Activity

Owner
Objective: $20Mn GBP spent on suppliers which needs to be brought down. Achieve 12.5Mn GBP at RAG
T&C
the start of 01/Apr

Progress Updates: Next Steps:

• Tools & Licences from 3rd party vendors - benefits of amalgamating • T & C are identifying the critical "Must-Have" spends vs the "Good-To-
(300+) vendors which needs to slashed. Have" ones
• Evaluating details of terms of engagement of the current suppliers that were • Review of the existing landscape of suppliers and understand "what" they
signed. supply
• $20Mn GBP spent on suppliers which needs to be brought down. Target is • Create an e2e process - worked with XXX
to achieve 12.5Mn GBP at the start of 01/Apr

Challenges: Historically, this was a self-serve model – supplier management

fell to the Ops Leaders to manage
Offshoring
Objective: realise full benefits that Right shoring and being a part of a global conglomerate.
FY’25 Target Activity
Aspiration is to increase the offshore presence in FY’25 and beyond. Owner
As we drive towards attaining 40% offshore ratio, the approach being taken will be a mix of Achieve 40%offshore RAG
T&C
offshoring, rightsizing and leveraging skill within Group G. ratio

Group
functions Area UK India FY’25 plan
FTE FTE
• Currently we have 10 FTE offshored
Finance 12 10 10,shared service • The above results in £121k saved due to Offshoring
Conduct 22 0 Shared service • The intent is to move additional roles during FY’25 ( WIP)
• Specific roles needed market regulatory knowledge and required to support Focus in a
People 21 0 Shared service regulatory environment will not be offshored
Growth+ Legal 20 0 Shared service • Intent to maximise skill utilisation and reduce cost to Focus via shared service model

Area UK India FY’25 plan • Currently we have 10 FTE offshored

FTE FTE • The above results in £121k saved due to Offshoring
Change 69 71 With all New • The intent is to move additional roles during FY’25 ( WIP)
Change
Businesses 70% of • Specific roles needed market regulatory knowledge and required to support Focus in a
IT + Infosec 60 24 testing and
and IT development work
regulatory environment will not be offshored
will be done • Intent to maximise skill utilisation and reduce cost to Focus via shared service model
Offshore

Area UK India FY’25 plan

FTE FTE • Currently leverage 41 FTE.
• Plan to grow the team to 80 FTE in FY’25 with an estimated benefit of £1 million
Admin/Complaints 95 33 53.5 • For Non customer element, progressing shared service discussions to ensure skill
Servicing Telephony 160 0 0 utilisation is maximised and cost shared across the wider G-Group umbrella

Non-Customer 112 8 18

Finance 42 0 8.8
Upcoming Activities

Workstream Current update Next steps

• Discussions with XXX and team maximizing synergies b/w IT and

Group G and Focus procurement/supply teams
Procurement workstream to maximize Group G vendors.
Third Party Suppliers weekly engagement ,to review current spend and
• Focus vendors & spend based on line of sight , £ impact and potential dates
supplier list
• Review budget details by vendor.

Initiating assessment of the existing IT infrastructure

• Working sessions scheduled in Pune w/s 29 th Apr XXX / ABC / MNQ / PQR to
& team setup to identify inefficiencies/ opportunities
discuss pain points and identify opportunities through transformation,
IT and Change for consolidation.
automation, resource flex support and enable people skill synergies
Key stakeholders in Group G supporting Focus Tech
roadmap
• Conversations with PQR and ABC, progressing with calendarized reduction in
revenue and cost to help estimate the annualized impact.​
Client strategy 5 clients fully decommissioned as of Q4. • Assessing the sizing of the teams to progress cost reductions as a result of
client exits

• Meeting between XXX / ABC / MNQ / PQR to review shared services model week
commencing 23rd May 2024.
1:1 mapping of Focus and G-Group heads. Potential • Kick off calls with Focus Function Heads and G-Group Shared Services Heads
Shared Services Model
saving estimated for multiple scenarios to follow immediately
• 1:1 meeting between Focus and G-Group counterparts to for scoping roles,
enable skill utilization and cost reductions
Thank
you