Performance Engineering for Risk Management

Executive Request: Enhancing Visibility into Enterprise Risks

Following an Executive Briefing to a large financial institution operating in East and Southern Africa, the Chief Risk Officer requested dashboards that track specific risks across various aspects of their operations. These risks included unresolved technical problems on high risk or mission-critical applications, sustained transaction declines, issues with third-party integrations, and abnormal usage patterns.

Requirements Gathering: Defining Risk Categories and Thresholds

The Nathan Claire team worked with the Risk team to specify their requirements and then deliver dynamic risk registers in dashboard, alerts and report formats. The dashboards were designed to reflect thresholds set by the Risk team and included aging analysis for unresolved risks.

Solution Delivery: Real-Time, Role-Based Risk Dashboards

Risks were categorized as low, medium, high, and severe. Once a risk is addressed, it is automatically removed from the register. Outputs were generated across multiple formats to support real-time monitoring, historical analysis, and alerting.

Business Impact: Empowered Risk Management and Cross-Team Collaboration

The solution provided visibility into a wide range of risks—technology, operational, financial, compliance, and reputational. The Risk team gained greater autonomy, enhanced effectiveness in managing emerging risks, and improved collaboration with technical and business units across the organization.

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case studies

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Performance Engineering for HCM

Following a mind-stretching session with Nathan Claire’s performance engineers, the Human Capital Management (HCM) team of a large Insurance & Investment conglomerate sought to bring more objectivity to decisions around staffing, knowledge gaps, training, capacity planning, and performance appraisals using operational and application data.

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Performance Engineering for Branch Operations

The Board of a large bank with operations in West and Central Africa made a decision to invest more in digital channels and their management, in a bid to reduce OTC transactions to less than 20% of all transactions. To boost their return on the anticipated investments, Nathan Claire’s performance engineers recommended a scientific approach to the optimization of their workforce of over 2,500 tellers spread across their branch network.

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