Opportunity Portfolio Creation
Build a prioritised portfolio of improvement and automation opportunities across an operation, with evidence for each, a sequence, and governance to keep realised benefit honest.
When it is needed
The situations this answers
- An automation or improvement programme is spending without a ranked list of what to do next.
- Projects reach development before anyone has tested whether the process is suitable for automation.
- Forecast benefits are signed off and never checked once delivered.
- Several operations or acquired businesses need comparing on the same basis before capital is allocated.
What you receive
The portfolio, and what holds it honest
- A prioritised pipeline of opportunities across the processes in scope, with the remainder held in a backlog rather than discarded.
- The evidence behind each opportunity, stated at the level the evidence supports — what is measured, what is estimated, and what is assumed.
- A sequence: which opportunity is taken first, what it depends on, and what it would cost to be wrong about it.
- A governance model for the portfolio: checkpoint criteria, quality assurance, and a toolkit for process mapping and automation assessment.
- A benefits tracker comparing realised benefit against forecast.
- Entry condition:
- An operation with processes that can be observed, and a decision the portfolio has to inform — what to fund, what to stop, or what to sequence next.
- Commercial basis:
- Fixed-scope proposal — scoped and priced after qualification.
Where this has been done
Holding automation to its forecast
Process improvement and automation governance at a leading insurance broker.
Around 45,000 hours a yearOpportunities identified across policy servicing and fiduciary processesAn identified opportunity, not a measured result.
Reduced by 30%Fleet certificate processing time, delivered by the redesigned workflowA processing-time improvement, not a cash saving.
For partners
Available to partners building portfolios for their own clients
Implementation firms, consultancies and private-equity operating teams can commission this capability to build opportunity portfolios for their own clients, under their own engagement.
The discipline does not change when the buyer is a partner: the evidence behind each opportunity is stated at the level it supports, the governance model is handed over with the portfolio, and realised benefit is tracked against forecast rather than against intention.
The boundary
What this does not include
- Leania does not build the automations in the portfolio. Where build is required it is specified, assured and accepted by Leania and delivered by the client’s own technology team or specialist partners.
- No opportunity is published, priced or forecast beyond what its evidence supports, and a portfolio with weak evidence is reported as weak rather than ranked as though it were not.
- Leania does not provide actuarial, underwriting, tax-technical, legal or audit advice.