We collaborated with a leader in creative software to help our client understand the potential of their product in the education sector within certain European countries.

Like most sectors, the Education sector is undergoing change. It has to adapt to new digital trends and the new demands of the labour market. As a result of these changes, new opportunities are emerging for companies that know how to detect them.

Our client had the need to understand the potential in main European countries of its core product. We provided a clear picture of the structure and trends of the education sector in these countries and how to capitalize on them.

In addition, we built a segmented database of potential and target customers to facilitate their Road-To-Market strategy and to optimize their commercial resources.

During the course of the project, we worked hand in hand with our client and its collaborators as well as with the market information at our disposal in order to arrive at a solution that was in line with their needs and capabilities.

We have designed the strategic plan of a business school at the forefront and recognized for the high professional and human quality of its students.

The university education sector is immersed in a profound process of change generated by four external trends: digitization, changes in the labor market, globalization and the evolution of student preferences. This process poses challenges and opportunities for traditional players.

In this context, the institution's Board of Trustees expressed the need to entrust the new management team with the definition of the strategy to be followed in the coming years. In order to continue being a successful institution in the future.

Our collaboration was focused on designing and orchestrating a collaborative methodology that involved all the actors implicated in defining and subsequently executing the strategy. The aim was to ensure consensus on the direction to follow in the coming years, in addition to ensuring the rapid implementation of the transformation.

Additionally, we supported the CEO in the conceptualization of the strategy. Assessing and challenging the threats posed based on external and internal analysis.

The client's satisfaction was high since the designed strategy was unanimously approved by the Board of Trustees and the members of the organization ended up excited about the ambition of the challenge to be undertaken.

The digitization of the banking sector is a reality to which the institutions must adapt. New technologies have broken the status-quo allowing the entry of new competitors (FinTechs, Big Tech, ...) with innovative solutions for customers. Faced with this new typology of competition, traditional banks have the need to provide new value-added solutions, in order to remain a privileged partner for their clients. To achieve this, their teams must adapt to new ways of working, collaborating, devising and developing solutions.

In this context, our client set out to revolutionize the traditional hierarchical and functional organization of its central services towards a more flexible and productive organization. Focusing on quality for the client and generating greater commitment and motivation for its collaborators. An organization called Agile.

Our collaboration consisted of two phases. In a first phase, we designed the conceptual model of the new Agile structure. This aims to strategically allocate resources to separate execution teams according to End-to-End business processes and teams dedicated to transformation projects in order to facilitate a customer-centric and collaborative culture. In a second phase, we implemented this model in all areas of the institution and in the two most important geographies; Spain and Mexico.

The project was successful. The model was extended to the rest of the geographies and is obtaining excellent results in terms of business, high customer satisfaction, international prestige, best global banking APP for two consecutive years and in employee commitment.

Our client, a Spanish wireless telecommunications infrastructure operator, aims to be the most important in Europe in this sector. To this end, it is following an ambitious plan of inorganic geographical expansion based on the acquisition of assets from telecommunications operators in different countries.

Our collaboration begins once the acquisition operation has been achieved. It is then when the need arises to set-up a local company to integrate and operate the transferred infrastructures, maintaining the standards of quality, efficiency and profitability as high as in their consolidated markets as well as adapting to the local needs and challenges of the sector.

Our role was to accelerate the set-up of the new local company's capabilities, ensuring the integration of the assets in a timely manner in order to strengthen the relationship with the strategic partner and facilitating coordination between the corporate and local areas.

Likewise, we defined a specific methodology that can be replicated in future integration operations in new geographies in order to industrialize the process.

The project was very successful in meeting the deadlines agreed in the transfer contracts without any serious incident in the first months of asset management.

In the present context where banking products banking products commodities and the value perceived by the end customer is lower; understanding the customer's challenges, their sector of activity and growth opportunities provides differential value.

Signature has supported the definition and development of a Transformation Plan for the Business Segment of a leading bank in Spain. To this end, it has helped turn it into a solid and comprehensive program, with direct application by the business managers, which has allowed to maximize its impact.

For several months, we worked with the Bank's teams to define and implement a management scheme and a solid commercial system. A new commercial tool was developed. It was key to evolve the relationship model and allow for a 360o vision of the client's needs, adapt the distribution model, coordinate business risk initiatives, boost digital adoption and improve the client experience.

As a result, this Plan has transformed and energized the way in which the Bank managed the different segments of Companies: from small shops and the self-employed, to large companies. Reinforce its leadership in the segment and contribute to improve business results.

Signature has collaborated in the development of strategic initiatives for the main player in Spain and one of the main insurance companies in the world. With more than 35,000 employees and 29 million customers.

Our client had the need to strengthen its position in the high-value customer segment, offering products tailored to their needs. To do so, it was necessary to define and implement a strategy for this profile. Which would result in becoming the global insurer capable of offering the best products and services adapted to this group.

We worked on the definition of the strategy, as well as on the implementation throughout the Commercial Network. A strategic segmentation was carried out. The definition of the type of personalized attention and the relationship model for this customer profile, as well as evolving and creating new products and services especially for them.

In addition, as part of the project, a unique tool was developed on the market. By means of basic customer data and analyzing the life cycle and financial profile, provides with a series of recommendations and specialized advice.

The result: The project was a great success, with an increase in the volume of premiums generated by the group. With a minimum investment in the project, premiums of more than 80 million euros were generated in 2 years.

In the recent years and especially since the 2008 crisis, the capitalist world is shifting its paradigm from shareholders, in which the "one and only one responsibility of business [...] is to increase its profits" (Milton Friedman), toward stakeholders capitalism, in which businesses should \"move beyond their legal obligations and uphold their duty toward society\" (Klaus Schwab).

This shift is reinforced by the climatic urgency that the world is facing. In the last 15 years we are witnessing stronger evidence of climate change and of its disastrous impact. In addition to the scientific community constant warning since the Villach call 35 years ago, the society and especially younger generations are mobilizing to pressure the political and economic leaders for immediate and strong actions.

As a result, there were some goals set such as the Paris agreement to limit the temperature rise to 2oC, the UN 2030 Sustainable Development Goals (SDGs) or the EU pledge to be carbon neutral by 2050.

To achieve those goals, the financial sector and banks have the responsibility to redirect the capital flow toward investment in sustainable growth to accelerate the transition toward a climate neutral economy. Consequently, an increased number of norms, standards and initiatives are being developed, such as the EU Sustainable Taxonomy or the UNEP-FI Principles for Responsible Banking, which will evolve in the short term toward regulation with strong impact on banks.

In addition to banks’ responsibility toward the society and environment, being an early mover toward sustainable finance will have 4 direct beneficial aspects for banks:

- Anticipate regulatory changes
- Mitigate ESG risks
- Generate new business opportunities
- Improve bank reputation