Who are Radley & Associates?

Since its inception in 2001 Radley & Associates has strived to achieve three main goals; deliver outstanding bottom-line results, make our projects a positive experience for our clients’ staff and develop our own people.

Values

We founded the company on the premise that clients value two main things from an external consulting firm - deep content knowledge and an ability to engage their organisation so that knowledge is transferred and implemented. We therefore set out to create a firm that balances the need to develop content expertise with a set of management processes and cultural values that puts people first.

Our values are simple and concise:

• Do the right thing for our clients and their staff
• Value what our clients tell us
• Always ask: what is the bottom-line benefit?
• A team is more effective than an individual
• Never stop being curious or sceptical
• Enthusiasm is contagious

No list of values can really tell you about a company so to find out if we genuinely live up to our claims please talk to our clients or even better engage us to address one of your most complex problems.

Our transformation

We started out as a conventional consulting firm, delivering reports and recommendations on strategy and growth options. Our projects included advising a major European Bank on its corporate banking strategy, redesigning the credit processes for a UK High Street Commercial Bank, developing a growth strategy for a major UK Private Bank and devising a new SME strategy for a UK Clearing Bank.

During the course of these projects we began to recognise that at the intersection between Strategy and Risk Management there are a complex set of technical and operational challenges that banks were finding very hard to solve internally or with external support. Either strategy teams would make high level but not actionable recommendations, technology teams would tend to recommend grand multi-year solutions that were disconnected from business needs or risk teams would make complex recommendations that were poorly understood by the business and hard to solve with technology.

We set about transforming the firm to help our clients resolve these issues. This has resulted in a radical rethink of how we deliver consulting projects. It is no longer sufficient to be good in isolation at any of the core disciplines - content, process or technology - but they have to be combined.

Our starting point was the biggest lever of profitability in Corporate and Commercial Banking – Capital. We asked ourselves the question: how can a bank optimise the use of its scarcest resource; and our answer was to truly understand risk adjusted profitability. This is not a statement of the obvious but recognition that it is very difficult to properly measure risk and therefore manage it. Our challenge therefore was to devise better ways to do so.

Thus began the building of our risk platform ProMS. ProMS is a framework which allows us to link together, in a single dynamic picture, individual loans and portfolios to provide new insights and management tools for the optimisation of capital and risk adjusted profitability.

We believe this is a revolutionary approach to capital management.

To create this new technology and framework we have significantly added to the traditional strategy consulting firm competencies by developing our skills in economic and mathematical modelling, programming and systems implementation. But we never forget that our goal is to make our clients successful and to empower their staff to implement better ways of doing business.

We believe that we have created a new type of consulting firm that genuinely combines strategic insight with the ability to deliver complete and implemented business critical solutions.