An engineering practice with a finance spine.
Systems are scoped like credit decisions, engineered for the volume they will actually carry, and built to run without heroics.
Where two disciplines meet.
CXO Corporation is an engineering practice focused on operational software for organizations where the numbers carry consequences.
The practice was founded where two disciplines meet: corporate finance and commercial lending on one side, including engagements with global consultancies, technology firms, and regulated lenders; enterprise systems engineering on the other.
That pairing shapes everything we ship. Systems are scoped like credit decisions, engineered for the volume they will actually carry, and built to run without heroics.
The practice’s experience concentrates in banking, specialty finance, consumer packaged goods, and specialized packaging, environments where throughput and accuracy show up directly in the operating and financial numbers.
The work behind the practice.
Engagements led by the practice leadership across more than 20 years. Clients are not named.
Migration and modernization inside large institutions
Financial data migration and integration off legacy lease and core platforms at a Schedule I bank with $46B in assets under management. Reporting standardization, legacy modernization, and API strategy across a group of financial services companies acquired by a Schedule I bank, $29B AUM. Enterprise financial system migration and implementation at a US bank, $6B AUM.
Multi-year, mission-critical programs
Divestiture data migration, integration, analytics, and corporate reporting at financial companies between $1.5B and $3B AUM, spanning funding, pre-authorized payments, ACH and card processing, credit scoring and bureau, AML and KYC, titles, insurance, and lease and loan origination.
Reporting that stopped being manual
Business analytics program management at a Fortune 500 consumer packaged goods corporation. Data transformation and load reengineering removed manual steps, cut processing time by 30 percent, and improved data accuracy across the reporting cycle.
At the level where the decision is made
Advisory to CIOs and vice presidents of technology at Fortune 500 and mid-market companies, with direct engagement alongside C-level executives, program managers, and architects. Delivery run through cross-functional onshore, nearshore, and offshore teams.
Three commitments that hold on every engagement.
Fixed scope
Priced and bounded before work begins.
Built to be boring
Reliability over novelty; the best systems are the ones nobody talks about.
Measured on your numbers
Cycle time, error rate, and cost to run, measured before and after. The result has to move an operating metric.
Start with the process that costs you most.
A conversation first. A structured assessment when it earns one.