By working closely with a credit union, we developed a tool to look at all on-book products, staffing and strategic goals to forecast out the next 10 years of revenue and expense across the business. This helps us understand the implications of planning assumptions around prime rates, product rates, staffing decisions, capital projects and incentives.
If we were to do it again, I would insist on short agile sprints focusing on the highest priority return on investment areas, one at a time.
