Banking & Financial Services
What we do inside regulated, legacy-heavy environments is easier to show than to claim. Below are the programs banks hand us when the deadline won’t move, the core can’t go down, and the last attempt didn’t land.
Modernization in a bank is never greenfield. It’s core systems that have to stay up, examiners who expect answers, data nobody fully trusts, and a business that needs to keep running while you change the engine underneath it. That’s the work we’re built for and over half our consultants have experience in banking and financial services, so nobody learns your regulatory environment on your budget.
Client stories
Each of these came to us mid-flight — funded, visible to the executive team, and behind. Anonymized at our client’s request.
M&A INTEGRATION
One Integration Office, a Bank That Grew 4x
A regional bank became a top-15 U.S. institution through back-to-back acquisitions and the integration had to hold: governance, regulatory obligations, and dozens of programs landing at once. Hylaine ran the Integration Management Office and Enterprise Project Office, led the FDIC, Dodd-Frank, and ISO 20022 workstreams, and kept one status of record across all of it.
$221B+
assets
17,000+
48
Failed Twice. Shipped on the Third.
A national financial services firm couldn’t modernize its advisor compensation platform. Two prior attempts had failed, and the legacy system was failing more than half its runs, taking 12+ hours and costing over $300K a year. Hylaine rebuilt it serverless with new APIs, ETL, and CaptivateIQ integration and shipped the third attempt.
56%
of runs failing → stabilized
$300K+/yr
legacy cost
From Guesswork to a Forecast You Can Trust
A national mortgage lender ran Jira so inconsistently that reporting and forecasting couldn’t be trusted. Hylaine rebuilt the workflows, enforced tracking discipline, and retrained the teams.
57% → 194%
Throughput
54% → 86%
Forecast reliability
Why these landed
Over half our consultants have experience in banking and financial services organizations. With Hylaine, no one learns your regulatory environment on your budget and the A-team that wins the work is the team that does it.
Senior practitioners who've run conversions and modernizations before. Not a pyramid staffed on your budget. If a team change is ever needed, it's an upgrade, never a downgrade.
The people in your kickoff are the people at your go-live. We sell solutions, not staff.
Therefore, you're not managing turnover on top of a conversion.
SOX, FFIEC, GLBA, and BSA/AML are the working conditions, not a learning curve.
And when something unexpected surfaces, you hear it early, with a plan attached.
Capabilities
Platform-agnostic, not platform-shy. We hold 150+ certifications across AWS, Azure, GCP, Databricks, Snowflake, and more. So when we recommend what fits your environment, it’s from knowing the tools cold, not from a short list of what we happen to sell.
The front door in most banking engagements. When the business can’t trust its numbers, the problem usually isn’t the dashboard; it’s the architecture and governance beneath it. We find where the data breaks down, fix the foundation, and get reporting and analytics onto something people will actually rely on.
Replacing or wrapping a core is the highest-stakes work in the building. We sequence it so the business keeps running: mapping dependencies, planning the migration, and de-risking the cutover — instead of betting everything on one weekend.
SOX, FFIEC, GLBA, and BSA/AML aren’t a learning curve for us. They’re the working conditions. We build the reporting, controls, and data lineage that hold up under examination, with the evidence to prove it.
The channels your customers actually touch. Onboarding, servicing, and payments sitting on systems that were never built to move this fast. We modernize the experience without pretending the back end isn’t there.
Signature offering
“We’re consolidating platforms” is rarely a tools problem. It’s integration complexity, data migration, and change management arriving at once against a Day 1 date that will not move.
PMOflex scales the program office up and back down around that date, staffed by practitioners who’ve run large conversions before. You get one program, one status of record, and no black box between kickoff and close.
Map the real technology estate before the deal closes: duplicate platforms, integration debt, data ownership.
A dated, sequenced plan for what must be true at close, and what
can safely wait.
Consolidation, migration and change management run as one program
with one status of record.
The program office scales back down. Your team owns it,
documented.
LEADERSHIP
You should know who you’re getting before you sign anything. These leaders don’t run the sale and disappear; they own the outcomes. Between them: decades inside regulated banks, and modernization portfolios measured in the hundreds of millions.
Resources
Article
Branch traffic is falling, digital-first competitors aren’t waiting, and the modernization window is narrowing.
Article
Article
Treating data as a product means owning its reliability, not just publishing an endpoint.
Client story
When a bank grows by acquisition, the risk isn’t the deal — it’s everything that has to hold together the morning after. We ran the office that held it.
Client story
Two teams had already tried to replace this platform. The difference the third time wasn’t optimism — it was diagnosis before code.
Client story
The teams were working hard. The tooling just couldn’t tell anyone what was actually going to ship, or when.
Client story
Crossing a threshold is supposed to be good news. It also triggered one of the most exacting compliance obligations in retail banking — with a hard date attached.
Client story
The budget was slipping, the audits were failing, and the status reports raised more questions than they answered. The technology wasn’t the first thing that needed fixing.
Client story
Every quote depended on a loan officer manually searching pricing systems. That’s slow on a good day — and on a volatile one, it’s expensive.
Client story
When a bank grows by acquisition, the risk isn’t the deal — it’s everything that has to hold together the morning after. We ran the office that held it.
Client story
Two teams had already tried to replace this platform. The difference the third time wasn’t optimism — it was diagnosis before code.
Client story
The teams were working hard. The tooling just couldn’t tell anyone what was actually going to ship, or when.
Client story
Crossing a threshold is supposed to be good news. It also triggered one of the most exacting compliance obligations in retail banking — with a hard date attached.
Client story
The budget was slipping, the audits were failing, and the status reports raised more questions than they answered. The technology wasn’t the first thing that needed fixing.
Client story
Every quote depended on a loan officer manually searching pricing systems. That’s slow on a good day — and on a volatile one, it’s expensive.
Article
Branch traffic is falling, digital-first competitors aren’t waiting, and the modernization window is narrowing.
Article
Article
Treating data as a product means owning its reliability, not just publishing an endpoint.
If a program is funded, visible to the executive team, and quietly slipping, that’s the conversation we’re best at. No pitch theater — just a straight read on what it’ll take.
Hylaine banking practice
100% U.S.-based consultants, ~15 years average experience
