Choose the growth agenda
Decide which customer journeys merit a different service proposition, and where AI can extend the reach of specialist expertise.
What matters
Customer conversion, retention and service quality
Financial services
Rebuild the economics of financial services.
Connect AI to customer journeys, operating decisions and the work behind them. Choose where to grow, where to redesign and what deserves investment.
See the work in motion
The mayden perspective
From isolated assistance to a different operating model.
A faster task is valuable only when the whole service improves. Start with the economics of an accepted outcome: the customer served, the claim resolved or the credit file ready for a decision. Then redesign the work, controls and responsibilities around it.
Change the cost of accepted work
Compare process repair, human assistance and greater automation. Include review, recovery and integration costs in the investment case.
What matters
End-to-end cost, turnaround and rework
Scale with decision ownership
Define who may recommend, approve and execute. Test exceptions before expanding authority or transaction scope.
What matters
Decision quality, exception rates and traceability
The work, made visible
Explore a different way of working.
Move through the stages. See what intelligence prepares, where professional judgement enters and what happens when the evidence is incomplete.
Resolve the claim, not just the document.
Claims operations
Receive
Capture the request, policy version and required documents with the customer’s permissions.
Working outputA scoped claim record
Standard scenario. Each action remains subject to its stated authority.
What to evaluate
Compare cost per accepted resolution, turnaround, rework and decision quality with the current process.
Illustrative engagement design. Not a client result, a live tool demonstration or a promise of performance.
The evidence behind the conversation
Read. Examine. Challenge.
Our research is open to examination. Start with the argument, follow the sources and bring the questions to your own organisation.
One idea to examine
A cheaper model is not the same as a cheaper outcome.
An exhibit from our research, with its assumptions and boundaries retained.
Compare the cost of an accepted outcome
Hypothetical monetary units per accepted outcome
What this means
Choose only among quality-compliant configurations; lower component price does not determine outcome cost.
Wholly illustrative: A: 600 / 80 = 7.50; B: 300 / 95 = 3.1579, rounded to 3.16. Each attempts 100 cases. Same acceptance, quality, coverage and observation window; failed attempts stay in total cost. Transition investment excluded; not cash savings.
Source: mayden analysis. Illustrative scenario, not measured company performance.
Examine the full exhibit and report ↗
mayden Perspectives
Banking on AI with accountability
Read the perspective ↗
mayden Perspectives
Price the accepted outcome
Read the perspective ↗
mayden Perspectives
Agents need an operating contract
Read the perspective ↗AI Native Index™
Examine the operating evidence.
Examine what Gulf banks publicly document about AI in operation. Public disclosures provide a starting point for questions—not a verified assessment of a bank’s maturity.
PE-2026.10-v5 · 2026-10-11How mayden works
Senior judgement. Dedicated intelligences.
One connected mandate, from the strategic question to delivery and learning. The tools support the work; responsibility stays with the people doing it.
Strategic intelligence
Mandate
A mandate for the customer journey and the decisions it includes.
Explore MandateOrganisational intelligence
Atlas
A connected view of handovers, evidence, systems and control owners.
Explore AtlasValue intelligence
Balance
An investment comparison that counts accepted outcomes and all attempted work.
Explore BalanceDesign → Engineer → Navigate
Carry the decision into working change.
The engagement continues through operating-model design, engineering, evaluation and handover. Scope, responsibilities and acceptance criteria are agreed with your team.
A senior conversation
Close to the decision. Involved in the work.
Start with the decision your organisation needs to make. Together, we define the mandate, the expertise required and who will be accountable for delivery.
Meet the firmSenior leadership
Dr. Goetz Kuras
Senior leadership
Utena Treves
Leadership involvement and specialist requirements are defined for each engagement.
Your next move