Case Study

Technology Risk Demand Program Stand-up & Management

Risk Technology


Large U.S. Bank - Wealth Management Technology


Technology Strategy, Technology Operational Optimization, Risk Governance

Project Overview

Following a bank merger, an accelerated volume and increased pace of technology risk demands placed heightened pressure on the client’s Wealth Management (WM) technology division. The client sought expertise and services from Reference Point (RP) to define, establish, and drive a foundational operating structure for the assessment and management of new and ongoing risk-related demands on behalf of the WM technology division. As a result, RP stood-up and maintained central technology risk demand program management, governance, and continuous improvement efforts for both integration and BAU activities. RP was additionally selected to manage select critical risk projects and regulatory response efforts related to technology integrations across the organization. RP’s support of critical initiatives, coupled with effective change management strategies, enabled effective program and project planning and delivery in response to evolving client requests and business demands.


  • RP deployed a team of strategic consultants and technology program / project managers to drive program definition and stand-up as well as manage key projects within the tech risk book of work since inception; specifically, certain critical/high-risk issue remediation, audit commitments, heightened standards compliance, and hygiene / end-of-life platform migration programs.
  • Partnering with WM technology and risk officers, RP helped define and implement a foundational intake process and governance structures to ensure the most critical projects were prioritized and any new demands were clearly assessed, understood, and elevated.
  • Additionally, the team aggregated data from various project managers into a centralized tracker and created dashboards showcasing aggregate demand and items requiring attention across the division, departments, and applications with details to enable efficient execution.
  • Finally, RP developed management reporting and served in strategic / program project management roles to drive forward project scoping and delivery oversight for projects which required strong cross-division coordination.


  • Created necessary funnel / tollgate for division to validate, assess, and prioritize competing high-risk demand impacting application development teams to ensure optimization of limited capacity and effective coordination of cross-division impacting projects.
  • Streamlined reporting and provided visibility for both leadership / management and application owners / tech delivery teams to understand full tech risk book of work allowing for better planning and early identification of risks, issue, and dependencies.
  • Enabled division to deliver on key integration milestones and commitments to risk committees and regulators through new project management structures, key tools / enablers, and application of institutional knowledge and external expertise.

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