Initial Situation
A financial services provider needed to fundamentally evolve its credit card portfolio in an increasingly digital market. FinTechs were increasing competitive pressure, and new target groups were barely being reached. Legacy structures, differing stakeholder interests, and dependence on an external white-label provider made the repositioning more difficult. What was needed was a robust end-to-end model spanning product logic, partnership, go-to-market, and delivery.
Lever
A partner from our team assumed a central steering role, with responsibility for the joint reengineering of multiple products and services. A cross-functional project architecture connected product management, sales, marketing, and communications. The offering was built modularly and flexibly tailored to different target groups. In an environment shaped by differing interests, the partner coordinated key decision-making processes at all levels and managed collaboration with the white-label provider and external consulting partners.
Result
The repositioned credit card portfolio was successfully established in the market and achieved a very strong response already in the test market. The modular architecture created the foundation for differentiated go-to-market and further scaling. At the same time, decision-making capability, cross-organizational buy-in, and speed of execution improved.
Timeframe: approx. 18 months · Role: Head of Marketing, Sales & Communications
