Consumer Duty isn't a reporting problem. It's a decision problem.
Firms are being asked to make good operating-model decisions — day to day, and about the model itself — and to prove they made them well, seen through the customer's journeys rather than their own org chart. Get that chain sound and a live view builds itself in any tool. Get it wrong and no dashboard will save you.
The dashboard trap
Every board wants the same thing: a live view of whether the business is treating customers well, so they can act before the regulator does. The tools to build that view are everywhere. So why can't most firms trust theirs?
Because a dashboard is only as good as the operating model underneath it. Point it at data that's scattered, at journeys no one owns end to end, at decisions taken in the wrong place by people who never saw the outcome — and it will glow green while customers are harmed. The dashboard is not the answer. Sorting what sits under it is. That is the work.
The depth, made concrete
Consumer Duty asks you to see your business the way your customer does — as journeys, not departments. We've mapped 128 of those journeys across savings, lending, insurance, wealth and protection. Behind each one sits the same chain: the metrics that reveal whether the outcome landed, and the decisions — day to day, and about the operating model itself — that you have to make, and be able to prove you made well.
Get that chain right and the dashboard builds itself, in whatever tool you already own. Get it wrong and no amount of reporting will hold. That's why the Outcome Chain — journeys → metrics → decisions — are the spine of everything we do.
What the Duty really asks
Beyond the four written pillars, what the Duty means is a decision framework around your operating model. And there are three areas firms consistently find hardest to operationalise and evidence: serving vulnerable customers as an operating model, testing customer understanding at scale, and assuring the third parties who act in your name. That's where our depth concentrates — and where a library of what good decisions look like, usable live by the teams making them, earns its place.
Why now — the regulator's live read
The regulator is moving toward a live read of the market. When the FCA can see outcomes across firms in something close to real time, the firm that can't see its own is newly exposed: the FCA will know your outcomes before you do. AI is the accelerant — not the cause, the magnetic force pulling everyone toward faster, more automated decisions. Which is precisely why the operating model underneath has to be sound: automate a broken decision and you've just industrialised the harm.
“So… do you have a dashboard product?”
Technically, any of it can be wired to your data and generated automatically — in whatever tool you run. But selling it as a product would do you a disservice. Firms aren't short of tools; they're short of a sorted operating model and clean data. A reporting product bolted onto a broken model produces a confident-looking dashboard and no change — it reinforces the very inattention to the operating-model work that is the actual problem. The moment the data and the model are right, the dashboard is the easy part. Our value is getting you to that moment.