Operating partner to banks, insurers, asset managers, and capital markets infrastructure navigating AI under the constraints of a regulated balance sheet.
Intelligine Group works with retail and commercial banks, insurance carriers, asset and wealth managers, and capital markets infrastructure on the engagements where AI is being deployed against the customer surface, the operations surface, and the risk and compliance surface. The firm brings McKinsey financial services experience and a delivery cadence calibrated to the regulated balance sheet on which the work is executed.
Customer, operations, risk, and the architectural posture that holds them together.
<p>Engagements in financial services divide across four planes. The customer plane, where AI is being applied against acquisition, servicing, retention, and the digital channel through which a meaningful share of revenue and contact volume now flows. The operations plane, where the application surface includes payment operations, lending operations, claims operations, and the back-office functions that consume a disproportionate share of your operating cost. The risk and compliance plane, where the application surface includes credit risk, market risk, financial crime, and the model risk management practice through which your regulators govern the use of advanced models. The architectural plane, which sits across the other three, where your data, identity, and substrate decisions determine which of the workloads above are actually deployable. The firm runs engagements at all four planes, and the diagnostic that opens each engagement names the binding constraint in you at hand.</p>
An assessment scoped against the regulated balance sheet.
<p>The two-week assessment is scoped against six named workstreams. Customer economics, examined at the segment and channel level, with explicit attention to the cost-to-serve and the lifetime value trajectory across the most recent eight quarters. Operational throughput, measured against the named cycle metrics you uses to govern its lending, claims, payments, or servicing operation. Technology estate, with a written inventory of the AI workloads in production, in pilot, and approved but not started, and an explicit accounting of the workloads that touch the regulated decision surface. Talent posture, with a written assessment of your capacity to absorb the operating model the AI estate now requires. Risk and compliance posture, including the documented model risk management practice, the third-party model governance, and the audit history with the relevant regulators. Architectural posture, with explicit attention to the data fabric, the identity stack, and the substrate decisions that govern which workloads are deployable inside the regulated environment.</p>
Readiness against the model risk and the data integrity surface, not against a vendor scorecard.
<p>The readiness instrument in financial services has seven dimensions. Data fitness for the regulated decision, with explicit attention to the lineage and the controls posture against which the regulator will examine the model. Model risk management practice, scored against your documented framework rather than against a generic maturity model. Architectural posture across the data, identity, and substrate layers. Operating model maturity at the function level. Change management bandwidth at the contact center, the operations floor, and the relationship management workforce. Third-party governance, including the contractual posture against the providers through which a meaningful share of the AI exposure now flows. Regulator readiness, including your recent examination history and the open supervisory commitments that constrain the architectural decisions.</p><p>Institutions that score below the threshold on the model risk management dimension are advised, in writing, that the workloads they are contemplating cannot be deployed against the regulated decision surface until the framework is closed, and that the closure is a separately scoped engagement that should be completed before the workload is approved.</p>
A roadmap structured against the line of business and the regulated decision surface.
<p>The roadmap in financial services is structured against the line of business, with each line carrying named workloads, the architectural commitments the workloads require, the financial trajectory each workload is approved against, and the kill criteria the operating model adopts. The financial trajectory is reconciled to your quarterly disclosure cadence so the operating committee can govern the program against the same metrics you discloses externally. The rewrite trigger is delegated below the operating committee, with explicit escalation to the chief risk officer when a workload approaches the regulated decision surface.</p>
Prototypes built against your own data, inside your own substrate.
<p>The architectural prototype in financial services is built on your own infrastructure, against a representative slice of your data, with explicit instrumentation against the kill criteria written in the operating model rewrite. The prototype is delivered inside 72 hours of the kickoff. The wedge architecture is modified for the regulated environment in three ways. The audit trail is generated at the per-call level and retained on your own substrate. The routing layer is calibrated to providers whose contractual posture supports the regulated workload. The orchestration layer is explicitly written to surface decisions in a form the licensed function (credit, underwriting, claims, compliance) can validate, modify, or override.</p>
Production stand-up calibrated to the regulator and the second line of defense.
<p>Production stand-up runs from the close of the prototype through day 30 for non-regulated workloads, and through your own model risk lifecycle for workloads that touch the regulated decision surface. The regulated stand-up is co-executed by the firm's architect and your second line of defense, and the artifacts produced during the stand-up are written to satisfy your own model risk framework. The asset is owned by you on its balance sheet at close, with the operating mandate retained by the firm under the commission-and-operate structure for a defined period.</p>
Examples of where the firm engages, and the kind of operating result the work targets.
Illustrative examples drawn from the firm’s engagement patterns. Figures shown are representative of the operating outcomes the firm targets within the engagement model. Tap a card to read the engagement.