Excellence for Financial Services Institutions

Excellence for Financial Services Institutions

Excellence for Financial Services Institutions

Our Clients are Changing

Our Clients are Changing

Our clients are changing: banks, insurance companies and their service providers are facing fundamental challenges which have a strong impact on business and operating models. New sets of regulatory requirements, digital innovation, cost pressure and the need to find pockets of profitable growth have become the key drivers of the industry.

However, internal capabilities are not limitless, timelines for multiple change initiatives are tight, and target setting has become more difficult in times of great uncertainty and volatility. As these strategic and tactical challenges are complex enough to address, the successful execution of large transformation programs has become a key focus for top management. “Getting things done” requires capabilities not every institution has sufficient levels of.

The Three Key Drivers for the Financial Services Industry

The Three Key Drivers for the Financial Services Industry

Regulatory Pressure

Regulatorischer_Druck

Regulation deeply impacts business and operating models.

Regulation deeply impacts business and operating models.

Digital Innovation and Growth

Digitale_Welt_und_Wachstum

Digital customers want digital solutions, innovation which is being driven outside of the banking sector.

Digital customers want digital solutions, innovation which is being driven outside of the banking sector.

Efficiency Requirements

Kostendruck

Cost pressure driven by the erosion of earnings, business and operational complexity and regulation-driven costs.

Cost pressure driven by the erosion of earnings, business and operational complexity and regulation-driven costs.

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Our Competencies - Four Key Capabilities

Our Competencies - Four Key Capabilities

Market and Distribution Strategy, Digitization

Vertriebsstrategie
  • Strategic business development
  • Strategic positioning
  • Business model definition
  • (Digital) customer and sales strategies
  • Control and process optimization in multi-channel distribution
  • Product development, innovation and management

Strategic Optimization of IT & Operations

IT_Operations
  • Optimization of IT project portfolios
  • Project review, project rescue and quality assurance
  • IT-Strategie und Architekturentwicklung
  • Payment transactions, security settlement and credit processes
  • Flexible, lean operating and sourcing models

Targeted Implementation of Regulatory Requirements

Regulatorisch_Anforderungen
  • Regulatory radar and impact assessment on business/operating model
  • Regulatory project (portfolio) alignment and review
  • Focus / review of individual projects
  • Design of finance and risk architecture: functional, applications, data
  • Program guidance and quality assurance

Organizational Optimization and Efficiency Management

Organisationsoptimierung2
  • Service-oriented, effective organization
  • Reorganization, post-merger integration
  • Analysis of cost structures and complexity
  • Levers and action plan for efficiency optimization
  • Implementation support and benefit capture control

Market and Distribution Strategy, Digitization

Vertriebsstrategie
  • Strategic business development
  • Strategic positioning
  • Business model definition
  • (Digital) customer and sales strategies
  • Control and process optimization in multi-channel distribution
  • Product development, innovation and management

Strategic Optimization of IT & Operations

IT_Operations
  • Optimization of IT project portfolios
  • Project review, project rescue and quality assurance
  • IT strategy and IT architecture development
  • Payment transactions, security settlement and credit processes
  • Flexible, lean operating and sourcing models

Targeted Implementation of Regulatory Requirements

Regulatorisch_Anforderungen
  • Regulatory radar
  • Impact assessment on business/operating model
  • Regulatory project (portfolio) alignment and review
  • Focus / review of individual projects
  • Design of finance and risk architecture: functional, applications, data
  • Program guidance and quality assurance

Organizational Optimization and Efficiency Management

Organisationsoptimierung2
  • Service-oriented, effective organization
  • Reorganization, post-merger integration
  • Analysis of cost structures and complexity
  • Levers and action plan for efficiency optimization
  • Implementation support and benefit capture control
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Our Management Team - A Strong Team of Professionals

Unsere Managing Partner - Ein starkes Team von Profis

RB_21-08-2019

Roland Bubik

Managing Partner

  • Roland Bubik advises banks, insurers and their IT service providers on the definition and implementation of sustainable business and division strategies.
  • Focuses on organizational development, regulatory affairs, IT, digitization/agilization and operations, as well as project reorganization.
  • Has been active as a management consultant since 1995, and was a founder of BMC-professionals (2015) and their successor company BMC Strategy Consultants GmbH (2019)
  • Previous positions at Mitchell Madison Group, Booz & Co and Oliver Wyman
Michael_Holzapfel

Dr. Michael Holzapfel

Managing Partner

  • Michael Holzapfel supports bank IT units and insurance companies in their optimization and strategic positioning
  • Focuses on the development and reviewing of IT strategies, organizational development, increased efficiency, transformation of IT operating models, IT planning and controlling, as well as the reorganization of distressed IT projects.
  • Has worked since 1987 as a management consultant and has held management functions in banks. Since 2004, he has been an independent consultant after positions at Roland Berger, Mitchell Madison Group and Droege & Comp
  • Founding partner of BMC Strategy Consultants
Thomas_Pasche

Thomas Pasche

Managing Partner

  • Thomas Pasche supports insurance companies and banks in the strategic and operational development of their business and operating models.
  • Consulting focus on digital transformation in the context of growth and efficiency programs, organizational development and operating model optimization
  • Has been active since 2003 as a management consultant and entrepreneur, a founding partner at BMC Strategy Consultants after positions at Simon-Kucher & Partners, Oliver Wyman | Financial Services, and has launched a start-up company

The Network of the Best - Our Network Partners

The Network of the Best - Our Network Partners

Depending on the client's topic, we work together with specialized consultants who bring in relevant expertise and experience. We have access to a quality-assured network of certified consultants, which we are constantly expanding.

Here are some sample profiles:

Roland_Kropf

Roland Kropf

Tatjana_Wild

Tatjana Wild

Anedrs_Fleck

Anders Fleck

Axel_scheurer

Dr. Axel Scheurer

Holger_Moeller

Holger Möller

Career at BMC Strategy Consultants

Become an Employee

We are looking for top university graduates, young professionals and experienced consultants who want to think and act like entrepreneurs.

Contact

BMC Strategy Consultants GmbH

Taunus Turm, Taunustor 1  |  60310 Frankfurt am Main
+49 69 50 50 60 4-586  |  info@bmc-strategy.com