A trusted launch at pace

An ETF and funds manager was preparing to relaunch its superannuation fund. The programme was already well advanced, but timelines had moved and questions were building about dependencies, design decisions and how the pieces fitted together. The business needed confidence on two fronts at once: that the fund would meet its APRA CPS 230 and CPS 234 obligations, and that it would deliver the member experience it had set out to.

The design of the fund sat across separate teams, documents and several delivery parties, from the trustee and the administrator through to the insurer and the custodian. There was no single view of the operating model, the technology landscape, or how ready each process really was. That made it hard to tell a documentation gap from a genuine design gap, and harder still to say with confidence what had to be closed before go-live.

Over four weeks we ran more than 30 workshops, interviews and process walkthroughs across the direct, ETF and superannuation teams, drawing the existing documentation into one picture. We assessed around 80 business processes for readiness and walked the member journeys end to end, so we could separate design gaps from documentation gaps and track every provider hand-off.

We mapped the target technology architecture across roughly 70 systems and four network zones, recorded the build status of each one, set the design principles behind them and showed where the landscape could be simplified and better secured. Alongside that we defined the target operating model and the role each provider plays, sized the capability uplift, and set out three organisational options with a clear recommendation.

We then built a trustee controls framework and piloted it on a critical operation, giving the trustee a working template for oversight, evidence and escalation. We brought everything together as a prioritised set of issues and risks, each with its implication, mitigation and effort, ordered around the go-live date.