On-boarding, Multi-system Updates & Due Diligence



Our client required a fully automated work-flow to manage on-boarding of the customers to their organisation. This would include automating the end-to-end process, all the way from FPOC with the customers to setting up their accounts, credit checks, KYC checks and sending out new cards.

Problem Statement

Enable the customer information collected at the FPOC, to be transferred and updated across all systems of current, savings, lending and credit cards divisions.

Once processed, the same data would be available to all divisions, so that when the customer makes a second contact, they can be verified and served consistently.

While processing the data, the automation must also perform some on-the-fly calculations and checks for example;

  • ... tidying up the data, fix small errors like address discrepancies
  • ... checking customer records on external systems like credit agencies to assign a primary risk grading, to enable future lending applications to be processed efficiently

Key Deliverables/Success Criteria

1. Improve Efficiency through Automation

The client receives approx. 150 new applications per day per division. If each application was to be checked and processed manually, it would require approx. 5 minutes per case, leading to a need to assign 2 members of staff per division (cards, loans, savings, current).

The automation processes each record in 1 second, completing the entire work-flow for all divisions in 10 minutes.

2. Improve Accuracy through Automation

In past as the process was done manually, it would inevitably have some errors due to human input. There was no way to extract audit reports or identify the source of errors.

With automation, the entire work-flow is completed with 100% accuracy, with very limited exceptions and on-demand detailed reports are available for auditing and reporting purposes.


We worked closely with all operational heads and subject matter experts (SMEs) of all divisions to scope their data requirements, service-targets and resource challenges during the scoping stages.

Following that, we developed, tested and implemented the following within 5 weeks/sprints:

  1. A single view application that is available to all divisions, controlled using their login restrictions
  2. A multi-channel integration through the systems (SAP, Card Admin System, DHL parcel service) and data sources (SQL, SAP)
  3. To enable each division and their tiers pick up the process from any stage, we built in our own database, which keeps the record of the current progress.

    This way each case can be picked up from last check-point and moved on to the next.

User Journey through Automation

Key advantages for improved customer journey include: ability to view same data across divisions, on-the-fly due-diligence and compliance checks performed while creating records and most importantly the efficient and seamless hand-over of the process from one tier to another, improving the accuracy and efficiency significantly.

  • Step 1

    Create Customer Records

    (On-boarding Team)

    The important first step where the automation fixes any errors in the initial customer data and performs due diligence before populating it onto the card administration system so that new card records can be created. (step 3)

  • Step 2

    Authorise the New Customer Data

    (authorisers Team)

    A designated authoriser opens the automation and checks newly created records and authorises them, allowing the process to flow to next check-point.

  • Step 3

    Create New Card Records

    (Cards Team)

    Frontline cards teams pick up the automation queue and create card records on the Card Administration Systems.

  • Step 4

    Authorise New cards

    (Cards authorisers Team)

    Once a day a designated authoriser at card teams would open the automation and authorise all newly created card records in a batch process. This would trigger automatic processing and posting of the new cards and pins to the new customers

  • Step 5

    Create SAP records

    (Current Accounts Team)

    Current account teams would run the automation as a last step to connect the newly sent cards to the customer's accounts. This will ensure that all transactions are recorded correctly on the customer's account.

Key Successes

FTE Savings

2 Full Time Equivalent per annum per division

The entire process, if done manually, would require 2 full time members of staff per division (cards, saving, loans, current).
Agile Automations helped business avoid the cost of hiring 8 FTEs in the first year.

Improved Accuracy

Significant reduction in errors

Client not only benefited from full audit trails and compliance but also reduced the number of manual errors significantly with the use of automation.

Client Testimonial

Over 3 years and a 6 figure investment into established well known packaged Robotics software has been replaced in a matter of weeks at a fraction of the cost with Agile Automations.

Chief Operating Officer, Leading Multinational Bank


Scrum development methodology combined with extensive experience in developing custom coded RPA solutions, we at Agile Automations are changing the desktop RPA scene towards a more sustainable and reliable adaptation to RPA in businesses.

Can your business benefit from such relentless commitment to perfection? Contact us to find out more!

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Client Sector:


A UK based multinational bank with footprint in several countries.

Systems Automated:

  • DHL logo DHL Native System
  • SAP logo SAP
  • SQL logo SQL Database
  • CAS logo CAS

Main Outcomes:

  • Image Description Improved Efficiency
  • Image Description Improved Accuracy
  • Image Description Robust Due Diligence