Three clients everyone assumed were fully served

Each of these began as a mature relationship nobody was worried about. Stripping back the assumptions is what produced the numbers below.

Large conglomerate

Uncovering the blind spots

A leading conglomerate, long considered a well-served client, revealed a stark reality: critical revenue opportunities were slipping through the cracks. Fragmented visibility, assumptions of dominance and limited division-level engagement masked major gaps.

What first-principles thinking uncovered

FX forwards wallet share was overestimated — real share had dipped below 30% against an assumed 60%.
USD 50mn in trade volumes had silently shifted to competitors.
A third of the salary processing business was missed because of fee-related miscommunication.
Corporate HQ-centric engagement left division heads, and their opportunities, out of the loop.
The client’s dual vendor-customer role was untapped as negotiation leverage.
The private banking relationship reached a few promoters only, leaving family members untouched.

USD 120,000 increase in annualised income across treasury, trade and personal banking

Government-related entity

A client and a vendor, seen by nobody as both

A critical government-related entity was simultaneously a client and a vendor. Internal bank silos limited visibility, and stalled projects were creating friction rather than value.

What we did together

Collaborated with the GRE’s data science team to launch geo-targeted campaigns, cutting communication costs.
Elevated conversations to leadership level, unlocking stalled projects and moving stuck paperwork forward.
Used the combined customer-vendor view to strengthen positioning during procurement and technology negotiations.
Identified reverse factoring opportunities through the GRE’s SME strategy team.

135 new retail customers added in six months
USD 50,000 potential identified in receivables financing
USD 13,000 saved annually in communication costs

SME

The segment that looked uneconomical

Oman’s SME sector is underserved — complex, high-risk and fragmented. On the surface, investing effort seemed uneconomical. Our belief in simplifying the complex revealed untapped potential.

What piloting EBF with a single SME produced

Acquired two large corporates by engaging the SME’s customers and suppliers, themselves large domestic and international corporates.
Introduced commodity hedging solutions for steel imports from Korea, the GCC and Singapore.
Unlocked a private banking opportunity with UHNI promoters.
Revealed investment banking potential as promoters explored GCC acquisitions.

2 new large corporate clients onboarded
8 months from relationship re-mapping to result

The SimpliFI way in action

Simplicity scales. Complexity confuses.

These stories are proof of a belief. By stripping back assumptions, engaging inclusively and staying accountable through implementation, we deliver outcomes that matter — where others see only complexity.

How the framework works

Which of your relationships is hiding one of these?

Every engagement starts with the same question. Tell us your largest relationship and we will tell you what we would look for.

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