Large Conglomerate: Uncovering the Blind Spots
Challenge
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.
Outcome
- USD 120,000 increase in annualized income across treasury, trade, and personal banking.
Simplify in Action
By applying first-principles thinking, we worked alongside the client to revisit legacy assumptions and uncover new opportunities across business units. Through a collaborative, insight-driven approach, we identified:
FX forwards wallet share was overestimated: real wallet share had dipped below 30% from the assumed 60% level.
USD 50mn in trade volumes had silently shifted to competitors.
1/3rd of salary processing business was missed due to fee related miscommunications.
Corporate HQ-centric engagement left division heads and opportunities out of the loop.
Vendor-Customer dual role was untapped for gaining negotiation leverage.
Private banking relationship was limited to a few promoters, leaving family members untapped.
GRE: Building Bridges
Challenge
A critical government-related entity was both a client and vendor. However, internal bank silos limited visibility, and stalled projects created friction, not value.
Outcome
- 135 new retail customers added in 6 months
- USD 36,000 in potential float income
- USD 50,000 potential from supply chain finance
- USD 13,000 in annual communication cost savings
Simplify in Action
Leveraging our Ecosystem Banking Framework, we partnered with the client to bring together fragmented efforts into a cohesive strategy. Through collaboration and co-creation, we were able to achieve:
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 forward stuck paperwork.
Leveraged combined customer-vendor view to strengthen positioning during procurement and tech negotiations.
Identified reverse factoring opportunities via GRE’s SME strategy team.
SME: Value at Bottom of the Pyramid
Challenge
Oman’s SME sector is underserved — complex, high-risk, and fragmented. On the surface, investing effort seemed uneconomical. But our belief in simplifying the complex revealed untapped potential.
Outcome
- 2 new large corporate clients onboarded
- 1 new Private Banking relationship
- All within 8 months of relationship re-mapping
Simplify in Action
We piloted our Ecosystem Banking Framework with one SME, which helped spark a ripple of new opportunities:
Acquired two large corporates by engaging SME’s customers and suppliers who were large domestic and international corporates.
Introduced commodity hedging solutions for steel imports from Korea, GCC, and Singapore.
Unlocked private banking opportunity with UHNI promoters.
Revealed investment banking potential as promoters explored GCC acquisitions.