Capgemini × UTS Consulting Club

We developed a transformation roadmap for Interstellar Bank's loan processing division, using competitor benchmarking, operational diagnosis, cost modelling, ROI projection, and risk planning to propose a unified loan origination system: OneFlow.

Interstellar Bank had a strong home lending base, but its loan processing division was slowed by manual verification, fragmented workflows, outdated systems, and post-acquisition misalignment. The business problem was not simply a lack of digital tools — it was an operating model that could not scale efficiently.

Our diagnosis showed that loan delays were caused by more than manual admin. Interstellar's process was affected by fragmented workflows, system crashes, outdated platforms, data sync errors, unclear leadership, staff skill gaps, and inconsistent adoption across teams.

We benchmarked Interstellar against major Australian banks and found a clear performance gap. Interstellar's estimated loan processing time was around 15 days, compared with approximately 5 days for leading competitors. This suggested that loan speed was not just an internal efficiency metric — it affected satisfaction, trust, and competitiveness.

The research pointed to one clear direction: modernise the loan origination process while helping staff adopt the new workflow. We framed the opportunity around two connected layers — a unified system for processing loans and a people strategy to support behavioural change.

OneFlow was proposed as a unified loan origination system that connects customer intake, document verification, credit assessment, workflow prioritisation, approval tracking, and staff dashboards. The goal was to reduce manual handling while creating clearer visibility across the loan journey.

To make the transformation strategy easier to understand, we created customer-facing and staff-facing prototype touchpoints. The customer flow showed how digital onboarding, document upload, credit assessment, real-time approval tracking, and AI support could reduce uncertainty. The staff-facing dashboard showed how teams could monitor platform status, prioritise applications by risk and urgency, check document completeness, and identify opportunities at the point of approval.

We estimated the implementation cost of OneFlow at A$615K, covering system development, integration infrastructure, compliance tooling, and training and change management. With projected annual operational savings of A$350K at full run-rate, the model estimated a break-even point of around two years and a five-year ROI of 139%.

The five-year roadmap balanced system rollout with organisational change. The plan moved from system design and training, to pilot testing, full launch, optimisation, and AI scaling. In parallel, the people and culture stream focused on value alignment, leadership unity, team incentives, and building a more integrated post-acquisition culture.

A recommendation is only as strong as its failure modes. Before presenting the strategy, we stress-tested it against three categories of risk: how staff might resist it, what could go wrong during data migration, and where AI-assisted verification could fall short. Each risk shaped the design of the rollout rather than being listed as a caveat at the end.

The final output was a five-year transformation roadmap for Interstellar Bank's loan processing division. The recommendation addressed manual processing, fragmented workflows, digital adoption challenges, and customer uncertainty through a proposed unified loan origination system and change enablement plan. The business case projected a two-year break-even period and positive five-year return, while the rollout plan accounted for implementation risk and organisational adoption.