BPO + FinTech
Splitting and integrating a 200-person FinTech into a BPO acquirer
A 200-person FinTech was being split — half merged into the BPO, half spun out in London. We led the technology integration, navigated the people side, and protected Day One.
- Client
- Serial acquirer in BPO outsourcing
- Service
- Post-deal Integration
- Stage
- Post-deal
01
The challenge
- —Cloud sprawl: tech estate the size of a corporation inside a small firm
- —Bespoke, mission-critical software impossible to rewrite in the merger window
- —Long-tenured tech team distressed by the acquisition
- —Acquirer's own hosting platform behind schedule, eroding board confidence
02
Our approach
01
Realistic timeline
Pushed back on the original timeline and tripled it to match the actual estate. Externals brought in for programme and technical depth.
02
Pragmatic hosting
Where systems couldn't be rewritten in time, designed bridging solutions and got board approval for the exceptions.
03
People first
Reignited team morale through hackathons, removed admin overhead, and ensured anyone leaving did so with dignity.
04
Bridge between parties
Translated and brokered between acquirer and target, keeping both sides aligned through delivery.
03
Outcomes
- ✓Day One delivered with minimal incidents
- ✓Critical FinTech IP preserved and operational
- ✓Tech team retained and re-engaged through transition
- ✓Ongoing value creation engagement post-merger
Takeaway
"Most integration risk isn't technical — it's human. Protect the people who built the IP and the platform tends to look after itself."
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