01.04.26

Success Story: Redress & Remediation project - 3 high impact contractors needed ASAP

At dcoded, some of our strongest placements come not from a single hire, but from building a team around a programme. This is the story of how we placed a BI Lead and two Business Analysts into a high-stakes redress and remediation engagement, three contractors, one start date, zero compromise on quality.

The Challenge

A specialist consultancy had been brought in by a financial services organisation to support a significant redress and remediation programme. The kind of engagement where the regulatory lens is sharp, the data has to be right, and the process rigour underpinning every decision is non-negotiable.
They didn't need one person. They needed a team, a BI Lead to own the data workstream, and two Business Analysts to map processes, interrogate what had gone wrong, and ensure the programme's operational logic held up under scrutiny. All three had to land at the same time. A BI Lead without analytical support, or BAs without data leadership, wasn't going to move this programme forward.

Redress and remediation is its own discipline. The data is messy, drawn from legacy systems, fragmented across product lines, carrying the history of decisions that went wrong. The BI function isn't there to produce dashboards. It's there to ensure the right customers are identified, the right calculations are made, and every output can withstand regulatory review. The BA function isn't there to document processes as found. It's there to surface what went wrong and build the analytical framework that puts it right.

The BI Lead needed to:
•    Bring deep BI expertise specific to redress and remediation, case identification, calculation logic, data quality, audit-readiness
•    Lead the data workstream with authority, owning the approach and keeping stakeholders aligned
•    Operate credibly in a high-scrutiny, regulated environment on behalf of the consultancy

The Business Analysts needed to:
•    Have direct experience on remediation or complex change programmes within financial services
•    Produce output that would withstand regulatory review - precise, clear, and defensible
•    Work in lockstep with the BI Lead and the wider programme team from day one
None of these roles could wait. The programme was already live.

The Process

1. One Brief, Two Requirements
We engaged with the consultancy to understand both requirements in full - not just the role specs, but the programme context, the regulatory environment, and the dynamics of the end client relationship. Knowing what the engagement actually demanded shaped every candidate decision that followed.

2. Parallel Search, Same Standards
We ran both searches simultaneously, drawing on our specialist network across BI, data, and business analysis in financial services. Every profile put forward had direct experience in regulated environments and credible remediation backgrounds. No generalists. No candidates included to fill a slot.

3. Eight CVs Across Two Shortlists
Four BI Lead profiles and four BA profiles, all relevant, all available, all carrying the kind of financial services experience this programme required. The consultancy had genuine options across both requirements without noise to wade through.

4. Eight Interviews. No Drop-off.
All eight candidates were taken to interview. We coordinated both processes in parallel, scheduling tightly, turning feedback around quickly, and making sure neither workstream slowed the other down. The consultancy could assess both requirements with confidence and move at the pace the engagement demanded.

5. Three Offers. Three Acceptances.
One BI Lead. Two Business Analysts. All three selected, all three offers accepted. The team was confirmed and ready to start together.

The Outcome
•    8 profiles presented across both requirements, all with relevant financial services experience
•    8 interviews conducted simultaneously across BI Lead and BA searches
•    3 offers made, 3 accepted - zero drop-off
•    Full team embedded and operational at the same time
•    Programme able to move forward with the right leadership and analytical resource in place

The consultancy went into the engagement with a cohesive, experienced team behind them. The BI Lead brought immediate structure to the data workstream. The BAs got into the process analysis quickly, producing output that held up to the scrutiny the programme demanded. The financial services organisation had the capability to move the remediation forward, and the consultancy delivered on what they'd promised.

Post-Placement Support

We stayed close throughout:
•    Onboarding coordination across all three contractors to ensure a clean, aligned start
•    Regular check-ins with both the consultancy and the placed contractors through the early weeks
•    Ongoing support as the programme evolved and further resourcing needs emerged

Conclusion

Building a team for a programme this sensitive isn't just a resourcing exercise, it's a quality control problem. Every person placed carries the consultancy's reputation into a regulated client environment where there is no room for the wrong hire.

At dcoded, we combine deep market knowledge, a specialist financial services network, and a disciplined delivery approach to make sure that when multiple roles need to land at once, they all land well.

If you need contractors who can lead and deliver in complex, high-stakes financial services environments, speak to dcoded.