Progress in FY26 hasn't come from one team or one initiative, it's come from coordinated improvements across the whole business. From product and marketing through to operations, finance, and HR, the focus has been on strengthening foundations while getting ready for the next phase of growth.
Product and delivery: laying the groundwork for scale
This year has seen real, meaningful progress in how we build and deliver our products.
The successful delivery of the new Bankers' Automated Clearing Services (BACS) processing software, without major issues, marks a significant operational milestone. Alongside this, the rollout of the National Employment Savings Trust (NEST) API and continued development of reporting tools under the Monarch project are already landing well with clients.
Just as important is the shift in mindset. Teams are increasingly working within a platform model rather than around isolated products, and a clear roadmap is now in place across the suite. AI has also become a defined focus area across all products, with some strong opportunities already emerging within Capture Expense in particular.
That said, moving to a platform model takes time to embed properly. It's worth making sure teams have the clarity and support they need to work in this way consistently — not just in principle.
Marketing: strengthening the engine for growth
Marketing has been through a period of real change this year, and has come out in a stronger position for it.
Despite leadership changes, the function has stabilised and is now well placed to scale. Investment in team structure and key hires has built a solid foundation capable of supporting higher volumes in FY27, with a clear plan in place and actively being delivered. Getting the right structure in place early makes everything that follows much easier, so it's encouraging to see this area moving with real momentum.
Sales: growth with clear areas to improve
Sales performance has been strong overall, with the team growing and delivering solid results across FY26.
New tools like Gong are already showing early impact. Q4 did see a dip in leads, but the response has been proactive—clear actions have been identified and are now being put into practice to get performance back on track.
The delayed launch of Cintra People did affect upsell opportunities, but that's now behind us. The focus is shifting to making the most of the platform's potential, and there's plenty of it to work with.
Onboarding and Support: preparing for the future model
Onboarding has taken some important steps forward this year, with new tools and structures aimed at improving speed and accuracy, and more gains expected through automation.
Support has also stabilised. Ticket response rates dipped earlier in the year, but they're now improving, supported by clearer team structures, new leadership, and the ongoing rollout of systems like Freshdesk and Document360.
These changes aren't just short-term fixes. They're about preparing both functions for a more scalable, consistent operating model going forward.
Data and operations: driving visibility and performance
One of the bigger steps forward this year has been the introduction of Power BI dashboards, giving real-time visibility into operational performance and supporting continuous improvement across the business.
That increased transparency is already helping people make better decisions, and it'll only become more valuable as we grow.
Operations Support Services: efficiency and output gains
Operational efficiency has improved significantly this year. Some of the highlights:
The department has also been restructured, giving it a stronger foundation for future growth.
IT and compliance: strengthening the backbone
IT and compliance continue to provide a stable, secure foundation for the business.
Cyber security has been further strengthened, AWS backup infrastructure is now in place, and AI tools are being rolled out across departments. On the compliance side, all certifications have been successfully renewed, and there's been a meaningful reduction in serious information security and data breach incidents. That's not something to take for granted — maintaining the same rigour as the business grows will be just as important as the gains made this year.
Finance: control, accuracy, and discipline
Finance has delivered a strong year, combining growth with improved control across the board. Some of the highlights:
Significant progress has also been made in cost control and audit readiness. Supplier reconciliation processes have been strengthened to the point where safety accruals are no longer needed, and audit adjustments have come down from £83k in FY25 to just £0.04k in FY26. That's a dramatic improvement, and a real reflection of the work the team has put in this year.
HR: supporting the shift to a platform business
HR has played a key role in supporting organisational change throughout FY26.
The transition of Cintra People into the business is complete, with provisions moved into HR Operations Support Services. New benefits have been introduced, employee engagement has improved (reflected in stronger eNPS scores), and attrition remains within budget. There's also ongoing work to close out legacy structures and align the organisation to the future platform model—an important piece of work that'll need continued focus into FY27.
The bigger picture
Across the business, the pattern is consistent. FY26 has been a year of:
Not every area has been perfect, and there are still clear opportunities to improve— particularly around lead flow and onboarding efficiency. But the direction is clear.
The business is moving from a collection of separate functions into a more joined-up, platform-led organisation. The operational foundations are now in place to support the next phase of growth, and that's something the whole business has played a part in.