Banking & Financial Services

See what every banking relationship truly earns.

Optifi combines income, funds transfer pricing and transaction-level operating cost to reveal true profitability by customer, account, product, segment and channel.

Book a Profitability Review Explore Optifi

Management signalProfitability by customer relationship and account

01The management question

What distorts margin

What does each customer relationship contribute after the full cost of serving it?

Net interest margin explains spread, while departmental reporting explains where the bank spends. Neither shows the complete cost of serving an individual customer across branches, digital banking, contact centres, payments, origination, back-office exceptions and control activity. When those costs are averaged, high-service relationships can appear healthier than they are and efficient customers can subsidise complexity elsewhere in the portfolio.

01Interest, fee and FTP contribution

02Transaction type, volume and processing effort

03Branch, contact-centre and digital channel use

04Origination, servicing and exception activity

05Technology, operations and shared-service consumption

06KYC, AML, fraud, risk and compliance support

02What matters to leadership

The economics management must see

Focus the model on the decisions that determine profit.

Customer relationship profitability

What matters

Customers with similar balances or income can consume very different levels of transaction processing, advice, servicing, exceptions and control effort.

How Optifi helps

Optifi combines relationship income with directly assigned and activity-driven cost to produce a fully absorbed P&L for each customer, household, account and segment.

Transaction-level cost-to-serve

What matters

Product averages hide the operational difference between a mobile payment, a branch interaction, a contact-centre query, a loan application and a manually resolved exception.

How Optifi helps

Optifi calculates unit cost by transaction and service activity, then follows actual customer behaviour to show which relationships consume the bank's capacity.

Channel and branch economics

What matters

Channel migration changes both customer behaviour and the cost retained in branches, contact centres, operations and digital platforms.

How Optifi helps

Optifi connects interaction volumes, practical capacity and shared platform cost to customers and products, supporting branch, service-model and digital-investment decisions.

Integrated income and cost

What matters

FTP and product margin can be accurate while the operating cost beneath the relationship remains broadly allocated or excluded.

How Optifi helps

Optifi brings FTP, fee income, direct expense, shared services, technology and control cost into one governed model that reconciles to the general ledger.

03Automated profitability process

One governed model

Trace banking income and operating cost to every customer interaction.

Stratic configures Optifi to automate data from the general ledger, core banking, FTP, payments, CRM, digital channels, workforce and service platforms. Governed activity drivers assign direct, shared and control cost to the transactions and interactions that caused it, producing a reconciled customer and product P&L without losing the path back to finance.

01Extract

ERP + operational systems

02Reconcile

Finance + operational controls

03Allocate

Direct + indirect cost

04Report

Dashboards + review packs

05Act

Decisions + accountability

04Reporting rhythm

Insight without the reporting delay

Management reporting at the cadence your business requires.

Automate daily, weekly and monthly profitability views, with review-ready customer and product packs available the day after month-end close.

DailyEmerging varianceOperating exceptions while action is still possible.

WeeklyPerformance trendAccountability, movement and corrective action.

MonthlyProfitability reviewReconciled cost, allocation and profit performance.

Close + 1 dayManagement packAvailable one day after month-end close.

05Where management acts

Decision-ready profitability

Turn customer profitability from an assumption into a governed management view.

Separate the effects of spread, fees, transaction behaviour, channel use, service demand, exceptions, shared cost and portfolio mix.

Profitability by customer relationship and accountTraceable to approved data, drivers and allocation rules.

Product, segment and channel cost-to-serveTraceable to approved data, drivers and allocation rules.

Pricing and retention decisions based on full costTraceable to approved data, drivers and allocation rules.

Branch and digital investment accountabilityTraceable to approved data, drivers and allocation rules.

Reconciled cost-to-income improvementTraceable to approved data, drivers and allocation rules.

06Where to start

Begin with one material question

Start with one retail portfolio, product family, channel or customer segment.

Discuss your use case

01Customer and household profitability

02Deposit, lending, card and payment economics

03Branch, contact-centre and digital cost-to-serve

04Relationship pricing and retention

05Technology and shared-service allocation

06Cost-to-income and portfolio scenarios

Banking & Financial Services

Ready to close the customer cost gap?

Connect income and transaction-level cost to reveal which retail banking relationships create, dilute or destroy value.

Book a Profitability Review Explore Optifi