Implementation
Standing up Backbase digital banking on the bank's target architecture: environment setup, capability configuration, widget and journey composition, and release pipeline.
Digital Banking Delivery Built on Operational Excellence & Modern Technology
Empower your financial institution to launch fast, scale infinitely, and perform securely. We orchestrate next-generation core, digital engagement, and API integrations with bulletproof delivery.
Programme Timeline
Risk Controlled At Every Gate
DiscoveryScope locked
BuildSprint cadence
SIT / UATDefect burn-down
Go-LiveReadiness signed
StabiliseHypercare
Why X-TENDS
Delivery Experience Is The Cheapest Risk Control A Bank Can Buy
Digital banking programmes rarely fail on technology. They fail on scope, integration, testing, and readiness. X-TENDS is a banking delivery partner — not a generic software services firm — and every phase of our method exists to remove a specific failure mode.
RiskRequirements drift after kickoff
Scope validation and journey backlog signed before the first sprint
Discovery ends with an agreed journey inventory, integration list, and definition of done — so the programme is not negotiating scope during build.
RiskIntegration surprises found in SIT
Core, cards, payments and CRM contracts proven in the architecture phase
Interface specifications, sandbox connectivity, and data mapping are validated early, when a change still costs days rather than a release.
RiskUAT stalls on defect volume
Test coverage, defect triage and burn-down governance run from day one
Daily triage, severity SLAs and a visible burn-down curve keep the business testing the product instead of chasing the same defects.
RiskGo-live slips without a clear owner
A production readiness checklist the risk and ops teams can sign
Environment parity, cutover runbook, rollback plan, monitoring, and support model are evidenced before the go/no-go decision.
Backbase Expertise
Six Delivery Disciplines, One Programme
Migration
Moving banks from legacy digital channels or earlier platform versions with parity mapping, data migration, and phased customer cutover that protects live service.
Journeys
Designing and building retail, SME, and corporate journeys — accounts, transfers, payments, cards, servicing — as reusable, testable, governed components.
Onboarding
Digital onboarding and origination flows covering KYC steps, document capture, decisioning hand-offs, and drop-off instrumentation across channels.
Identity
Authentication, authorisation, SSO, step-up and transaction signing aligned to the bank's identity provider and regulatory requirements.
Integration
Connecting the platform to core banking, middleware, cards, payments, CRM, and enterprise services through governed, versioned, monitored interfaces.
Delivery Methodology
Seven Phases. Every One Has A Gate.
Our method is deliberately unglamorous: each phase produces evidence the next phase depends on. Select a phase to see what the bank receives from it.
Discovery and scope validation
Phase 01 of 07We validate what the bank actually needs to launch: current channel estate, target journeys, integration inventory, regulatory constraints, and the non-negotiables for go-live. The phase closes with a signed scope baseline and a named decision owner on each workstream.
Journey backlog and definition of done
Phase 02 of 07Every journey is written up, estimated and sequenced with an explicit acceptance definition. The backlog is signed before the first sprint so the programme is not renegotiating scope during build.
Architecture and integration contracts
Phase 03 of 07Core, cards, payments and CRM contracts are proven here. Interface specifications, sandbox connectivity and data mapping are validated early, when a change still costs days rather than a release.
Build on a sprint cadence
Phase 04 of 07Journeys are composed as reusable, testable, governed components. Automated regression suites are maintained alongside the build, not bolted on after it.
SIT, UAT and defect burn-down
Phase 05 of 07Daily triage, severity SLAs and a visible burn-down curve keep the business testing the product instead of chasing the same defects week after week.
Go-live and cutover
Phase 06 of 07Environment parity, cutover runbook, rollback plan, monitoring and support model are evidenced before the go/no-go decision — with a named owner against each line.
Stabilise and hypercare
Phase 07 of 07A standing team stays with the platform after go-live: incident response, performance tuning and the first enhancement increments, handed over on an agreed schedule.
Banking Integration
The Journey Is The Easy Part. The Integration Is The Programme.
A digital banking release is only as reliable as the systems behind it. X-TENDS designs, builds and governs the integration layer that turns core, cards, payments, CRM and enterprise services into dependable digital journeys.
Digital ChannelsMobile, web, assisted and API channels
API & Middleware LayerContracts, orchestration, versioning, throttling, observability
Core Banking
Accounts, balances, transactions, customer data and product servicing across the bank's core.
Cards
Card issuance, controls, limits, statements, and disputes exposed safely to digital journeys.
Payments
Domestic and cross-border rails, beneficiaries, scheduling, limits and status reconciliation.
CRM
Customer profiles, service requests, campaigns, and relationship-manager context.
Enterprise Systems
Identity, document management, notifications, data platforms and internal workflow services.
QA and Governance
Evidence The Risk And Audit Teams Can Actually Sign
Banks do not accept a release because it demos well. They accept it because the testing, defect, environment and readiness evidence stands up to review. That evidence is produced continuously through our delivery, not assembled the week before go-live.
01
Testing
Coverage proven before UAT opens
- Test strategy covering functional, integration, regression and non-functional scope
- Automated regression suites maintained alongside the build, not after it
- Test data management aligned to bank privacy and masking rules
02
Defect Management
Triage, severity SLAs and burn-down
- Daily triage with a named owner on every open severity 1 and 2
- Published severity SLAs so the business knows what to expect
- A visible burn-down curve rather than a spreadsheet of open tickets
03
Reporting
One weekly view of status and risk
- Progress against the signed scope baseline, not against effort spent
- Risk and dependency log maintained with owners and target dates
- Escalation path agreed at kickoff, used before dates slip
04
Environments
Parity across the delivery pipeline
- DEV, SIT, UAT, PROD and DR separated and evidenced
- Configuration held as code so promotion is repeatable
- Sandbox connectivity to every integrated system before build starts
05
Production Readiness
Evidence before the go/no-go
- Cutover runbook rehearsed, not written the week before
- Rollback plan with a tested trigger and decision owner
- Monitoring and support model live before the first customer lands
06
Delivery Governance
Milestones the bank can hold us to
- A defined scope and an accountable delivery team
- Governance structure with milestones and named decision owners
- X-TENDS owns scope, plan, quality and delivery risk
Governance And Controls
Controls The Risk Team Can Sign
Project-based delivery
X-TENDS owns the outcome, not just the hours.
A defined scope, an accountable delivery team, and a governance structure with milestones the bank can hold us to. This is the default model where the bank wants an implementation delivered end to end.
X-TENDS owns scope, plan, quality and delivery risk.
Staff augmentation — where it is strategic
Specialists inside the bank's team, deliberately scoped.
We place experienced digital banking engineers, architects, QA and business analysts into the bank's own delivery structure. The offer is where a specific capability gap is the constraint — not an open-ended body-shop arrangement.
The bank owns delivery governance. X-TENDS owns capability and quality of the people.
Partner delivery support
Extra delivery muscle behind a platform or SI partner.
We work as a delivery partner alongside platform vendors and system integrators, taking defined workstreams — integration, journeys, QA, migration — within the partner's programme structure and reporting lines.
The partner owns the programme. X-TENDS owns its workstreams.
Enhancement squads
A standing team for life after go-live.
Digital banking does not stop at launch. A standing squad handles incident response, performance tuning, regulatory change and the continuous enhancement backlog on an agreed cadence.
Predictable capacity for the roadmap after launch.
Next Step
Bring us your programme as it stands — an RFP in progress, a Backbase implementation being scoped, a migration that needs a credible plan, or a live platform that needs a delivery partner. We will tell you plainly where the risk sits and how we would run it.
Discuss Digital Banking Delivery