An international wholesale bank conducted a strategic review of its client base due to profitability and cost-to-service challenges as well as regulatory compliance pressure of certain client groups. The primary assignment was to define the client population which was commercially relevant for the bank as well as deciding which clients to strategically terminate the relationship with.

Given the scale of this exercise and a lack of internal experience with end-to-end client offboarding, Synechron was asked to mobilise and manage the strategic client rationalisation project across the entire APAC region. The objective was to establish a robust, scalable and risk-controlled offboarding process with a fit-for-purpose governance whilst executing the end-to-end offboarding of a large dormant and high-risk client population.