🔹 Situation
Following the merger of two mid-sized financial institutions, integration efforts faced delays, overlapping initiatives, and unclear accountability.
Board-level objectives were not translating into operational execution. Risk, finance, and technology teams were working from different roadmaps.
PGMP was engaged to support the CEO and CIO with targeted executive advisory and integration execution strategy.
🔹 Our Role
- Assessed 22 active projects for overlap, value, and priority
- Aligned key C-level stakeholders around a unified integration roadmap
- Established strategic PMO reporting into the CEO’s office
- Refined KPIs and OKRs across risk, operations, and technology
- Created executive steering committee routines and templates
- Embedded senior advisors to guide workstream execution
🔹 Results
✅ Reduced duplicative initiatives by 31%
✅ PMO operating model adopted enterprise-wide
✅ Executive satisfaction (CEO, COO, CIO) increased within 2 quarters
✅ Accelerated delivery of synergies by 5 months