A high-risk infrastructure investment firm based in Singapore required a comprehensive review of their project investment lifecycle to address inefficiencies and develop an improved operating model.

The client engaged Menrva for our expertise in target operating model design, appointing a Business Process Improvements Director to report directly to the CEO and C-suite. Through interviews and a review of process documentation, key issues were identified: inconsistent formats, unclear roles, duplicate activities, a fragmented process, and no single source of truth for documentation

The project took a task-based approach, mapping the investment lifecycle independently of teams, which clarified responsibilities and allowed for assigning tasks to the best-suited teams. Upskilling plans were created as needed, handovers were streamlined, and interim tools were introduced to prepare for future automation.

The new operating model was organized into key stages with defined milestones, a single source of truth for processes and documentation, and a RACI matrix for each task to ensure transparency and accountability.

Menrva implemented a continuous improvement framework with business process tools, gatekeepers, and a regular review process, treating all process-related artifacts as living documents to be regularly updated and reviewed.