THE ASK

How can we translate Consumer Duty requirements into meaningful improvements in customer outcomes, culture and the way the business operates?

As a board-accountable regulatory change programme, Consumer Duty required the organisation to demonstrate not only compliance with regulatory expectations but also a sustained focus on delivering good outcomes for customers.

The firm needed a clear view of its current client experience, including where gaps existed across its processes, governance, customer experience and culture. It also needed a structured implementation plan that could translate these findings into prioritised actions and provide the board with confidence that progress could be monitored and evidenced for the FCA Consumer Duty.

THE APPROACH

Assessing readiness, prioritising action and embedding a framework for continuous improvement

We conducted a full gap assessment across the UK business, assessing current practices against Consumer Duty expectations and identifying areas requiring further development.

We translated the findings into a prioritised requirements catalogue and implementation roadmap, providing a clear sequence of actions for addressing identified gaps and strengthening the organisation’s focus on customer outcomes.

To support longer-term implementation, we also included a client experience maturity benchmarking toolkit. This provided a repeatable way to assess progress, identify areas for improvement and support the organisation in embedding Consumer Duty into its ongoing operating model rather than treating it as a one-off regulatory exercise.

THE OUTCOME

An embedded approach to Consumer Duty with a clear path towards a more customer-centric operating model

We secured board approval of the implementation plan, giving the organisation a clear and prioritised path for addressing its Consumer Duty requirements.

The maturity benchmarking toolkit established a repeatable annual assessment framework, enabling the business to track progress and identify emerging areas of focus over time.

Together, these changes accelerated the organisation’s transition towards a more customer-centric operating model, with Consumer Duty considerations increasingly embedded into how the business assesses and delivers customer outcomes.