Banking · Recover
Recovering a core banking programme that had lost its baseline
The programme was brought back under control and delivered into production.
Specialist technology consultancy
We transform the systems that cannot be allowed to fail.
Senior technology specialists helping banks, insurers and financial institutions deliver, recover and transition complex technology programmes.
Senior specialists · No junior bench · Based in Ireland
Why Conjora
Senior specialists. No junior bench.
The conventional consulting model is leverage: a few experienced people win the work, larger teams deliver it. Conjora is built the other way round. A small number of senior specialists, applied directly to difficult problems, working inside your teams and your governance.
You are not buying capacity. You are buying judgement from people who have run this kind of work before — and who are accountable for it personally.
DimensionVolume modelConjora
- Team shape
- Volume model:Large, pyramid-shaped teams
- Conjora:A small number of senior specialists
- Who does the work
- Volume model:Senior people sell; wider teams deliver
- Conjora:The people you meet are the people who do the work
- Access
- Volume model:Account and engagement layers
- Conjora:Direct access to the specialist making the call
- Mobilisation
- Volume model:Onboarding, ramp-up and a parallel governance structure
- Conjora:Works inside your existing governance from the first week
- Depth
- Volume model:Broad frameworks, applied generally
- Conjora:Hands-on technical depth in the systems being changed
- Accountability
- Volume model:Spread across layers
- Conjora:Named, and personal
When organisations call us
The problems are rarely the technology on its own.
- 01
The programme is behind, and the plan no longer explains why.
We establish what is actually blocking delivery, rebuild the plan around it and restore control.
Programme recovery - 02
The go-live date is fixed. Operational readiness is not.
We close the gap between “deployed” and “supportable” — ownership, monitoring, runbooks, acceptance.
Service transition - 03
The technology is changing underneath a live business.
We sequence the migration so each step is reversible and the business never depends on a single cutover night.
Technology transformation - 04
Production risk is rising and nobody has the whole picture.
We map dependencies, readiness gaps and operational weaknesses, and prioritise what to fix first.
Operational resilience - 05
The recovery plan has never been tested end to end.
We test it against scenarios that would genuinely hurt and close the gaps until recovery is demonstrable.
Operational resilience - 06
The programme needs senior technical leadership now, not in a quarter.
We put experienced specialists directly alongside your teams, inside your governance.
Programme recovery
What we do
Four kinds of work. All of them consequential.
Each is a distinct engagement, but they connect: most transformations need a transition, and most recoveries need both.
- Transform01
Complex technology change, delivered without destabilising the business that depends on it.
Cloud migration, platform modernisation and core system change in environments where the old estate keeps running while the new one is built. We plan the dependencies, the cutover and the rollback before we plan the go-live.
- Cloud migration on AWS and Azure
- Platform and infrastructure modernisation
- Integration and data migration
- Cutover, reconciliation and rollback
- Recover02
For programmes that have lost momentum, clarity or control.
When reporting and reality have drifted apart, we establish what is actually built, what is actually blocking delivery and who actually owns each decision — then build a recovery plan the organisation can execute.
- Independent fact base and re-baseline
- Blocker and dependency analysis
- Recovery plan and governance
- Hands-on delivery leadership
- Transition03
Moving critical services safely into production and into operational ownership.
Go-live is not the finish line; operational acceptance is. We make sure a service arrives in production with a support model, monitoring, runbooks, owners and a tested way back — and that the operations team agrees it is ready.
- Production and operational readiness
- Support model and service ownership
- Monitoring, incident and change integration
- Service acceptance and hypercare
- Resilience04
Making critical technology more reliable, observable and recoverable.
Recovery you have performed rather than recovery you have documented. We find where the continuity plan and the real estate disagree, close the gap, and leave a capability that can be demonstrated to a board or a supervisor.
- Disaster recovery design and testing
- RTO and RPO validation
- Observability and incident management
- Resilience evidence for regulators
Financial services
Depth in one sector, rather than breadth in all of them.
Banks, insurers and financial infrastructure providers share a set of constraints that most technology advice ignores. Experience of working within them is what separates a plan that survives contact with the estate from one that does not.
Why these environments are different- Complexity
- Estates built over decades, where the documentation describes the design rather than the system.
- Regulation
- Change is scrutinised by supervisors as well as by the business, and the evidence matters as much as the outcome.
- Legacy integration
- New platforms have to coexist with the systems they are replacing — often for longer than planned.
- Operational risk
- A failed change is an incident, a customer-harm event and potentially a regulatory notification.
- Availability
- Payment, trading and customer channels have tolerance for disruption measured in minutes, not days.
- Change governance
- CABs, risk sign-off and release controls exist for good reasons, and delivery has to work with them.
Experience
Situation, intervention, outcome.
Our specialists have led work in retail banking, insurance and regulated financial services — core platform change, programme recovery, cloud migration, regulatory remediation and disaster recovery.
Banking · Transition
Expanding core infrastructure at a retail bank without a maintenance window
The migration was completed during live trading with no customer-facing impact.
Insurance · Resilience
Turning a documented recovery plan into a tested one
Recovery time was substantially reduced and demonstrated in a live test under regulator observation.
Case studies describe work led by Conjora specialists, including in roles held before or alongside Conjora. They are not presented as the delivery record of Conjora Limited. Clients are not named, and details that could identify them have been removed.
All case studiesSelected enterprise experience
Experience gained inside large, regulated organisations.
- AIBRetail banking
- Bank of IrelandRetail banking
- MicrosoftTechnology
- IntelTechnology
- HPTechnology
- eirTelecommunications
- BT IrelandTelecommunications
- HMHEducation technology
Organisations where Conjora's consultants have worked, in roles held before joining Conjora.
How we work
From complexity to control, in that order.
Not every engagement uses every stage. A recovery may start at Stabilise; a transition may be most of the work. The order does not change.
01
Understand
Establish the facts: what is built, what depends on what, where the constraints and the real risks are.
02
Stabilise
Deal with the immediate delivery or operational risks before they compound.
03
Transform
Make the technical and organisational changes the situation actually requires.
04
Transition
Move the change into production and into the hands of the people who will run it.
05
Improve
Leave the organisation with more clarity and control than it had before we arrived.
About Conjora
Small by design. Senior by default.
Conjora is an Irish technology consultancy for financial institutions. We exist for the moments when a programme is too important, too complex or too operationally critical for generic consulting.
About ConjoraOperating principles
Senior people do the work.
There is no junior bench behind the specialist you meet. The person scoping the problem is the person solving it.
Evidence before opinion.
Recommendations start from what the system, the plan and the data actually show — not from a framework applied in advance.
Simple explanations for complex systems.
If a steering committee cannot follow the explanation, the explanation is not finished.
Delivery over theatre.
Fewer slides, more decisions. Governance exists to move the work, not to report on it.
Operational reality matters.
A change is not done when it is deployed. It is done when the people running it at 3am can support it.
Talk to Conjora
Something critical in motion?
Tell us what you are dealing with. A senior specialist will reply within one business day — including, if it is not work we should do, saying so.