Revenue assurance is a challenge many financial institutions wrestle with across business lines and product portfolios, and the upside is often material.
It is especially important for products, such as checking/transaction accounts and cards, with more complex revenue and cost drivers.
In this case, a tier 1 regional bank wanted to improve profitability across its credit and debit card business.
- Though the business was large and well-established, the bank suspected revenue leakage and was also concerned about overpaying industry partners as a result of complex financial agreements.
- The goal was to unlock additional value, both immediately and over the medium term, without compromising customer experience.
Uncovering hidden revenue and cost leakages, we mapped out quick wins and long-term opportunities worth millions.
We conducted a holistic review of the bank’s “revenue engine,” looking at all product-level revenue drivers and benchmarking them against best practices. We also examined systems and processes to identify gaps where income was being lost. On the cost side, we reviewed over two years of scheme fee invoices line by line, flagging potential overcharges and underused services still being paid for. Opportunities were grouped into “quick wins” (ready to implement immediately or at annual repricing) and “medium-term” actions requiring longer preparation.
Our work uncovered $10 million per year in immediate uplift across the credit and debit portfolios, with credit cards representing the largest share.
- We also identified an additional $7 million in medium-term opportunities, bringing the total impact to up to $17 million annually.
- By combining revenue optimization with cost discipline, the bank is well positioned to capture sustainable profitability gains from its card business.
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