A Global Financial Institution Unified 75+ Financial KPIs Into a Connected Performance View
About The Client
The client is a large banking and financial services institution operating across multiple business units, products, customer segments, and markets. Significant volumes of financial, transactional, customer, lending, payment, and operational data were generated across the organisation. However, information remained distributed across core banking systems, finance platforms, lending applications, payment systems, and departmental reporting environments. Leadership needed a more connected view of financial performance. The institution required a scalable financial analytics model to integrate critical data, standardise KPIs, automate reporting, and provide decision-makers with timely insights into profitability, performance, costs, trends, and operational outcomes.
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Financial KPIs Analysed
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Data Sources Integrated
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Interactive Dashboards Developed
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Financial Records Analysed
The Challenge
The institution generated substantial financial and operational data, but converting that information into consistent insights required significant manual effort.
Finance teams relied on data from core banking, lending, payment, general ledger, customer, and operational systems. Each platform provided part of the overall picture, making enterprise-wide analysis difficult.
Reporting teams regularly extracted data, reconciled differences, updated spreadsheets, and consolidated information before management reports could be prepared.
KPI consistency created another challenge. Different business units sometimes calculated similar financial measures using different definitions, data sources, or reporting periods.
Static reports also limited deeper analysis. When revenue, costs, margins, transaction volumes, or other indicators changed, analysts needed additional reports to understand the underlying drivers.
Leadership needed faster access to performance trends while finance teams required the ability to analyse results by business unit, product, customer segment, geography, and reporting period. The institution needed a connected analytics environment capable of turning fragmented financial information into consistent and decision-ready insights.
What Did KGS Do
KGS began by assessing the institution's financial reporting environment, analytical requirements, existing dashboards, source systems, KPI definitions, stakeholder priorities, and data quality challenges.
More than 75 priority financial and operational KPIs were identified and standardised around agreed definitions and calculation logic.
Information from 30+ banking, finance, lending, payment, customer, and operational data sources was integrated into structured analytical datasets. Validation and transformation controls helped improve consistency before data reached reporting environments.
KGS developed more than 25 interactive dashboards tailored to executive, finance, and operational stakeholder requirements. Executive dashboards provided consolidated views of financial performance, while functional dashboards allowed authorised teams to analyse revenue, costs, profitability, transaction activity, lending performance, payment trends, and other priority measures.
Drill-down capabilities allowed users to investigate performance by relevant dimensions such as business unit, product, customer segment, geography, and period. Automated data refresh and reporting workflows also reduced repetitive manual preparation and provided stakeholders with more timely access to financial information.
The Results
- Standardised analysis across 75+ financial and operational KPIs
- Integrated information from 30+ banking and finance data sources
- Developed 25+ interactive financial dashboards
- Enabled analysis across 15M+ financial and transactional records
- Reduced dependence on manually consolidated spreadsheets and reports
- Improved visibility into profitability, costs, performance trends, and operational drivers
What did the client say?
“KGS helped us move beyond disconnected financial reports towards a much more integrated view of performance. Leadership can now monitor key indicators across business units, while finance teams can drill into the factors behind changing results. We spend less time consolidating information and more time analysing what the data means for the business.”
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