Commercial banking

Relationship managers see revenue. ProfitKeel adds coverage, treasury, payments and servicing cost, so every relationship has a contribution line you can defend.

Questions you can answer

Which relationships earn less than they cost to cover and service?
How much of each banker's portfolio is profitable after operations cost?
Where does payment and cash management effort actually go?

How the model is shaped

LedgerCoverage, treasury and operations cost centers.
Function poolsOne pool per function, split between activities where needed.
Activity poolsRelationship management, cash management, payment processing, account servicing.
RelationshipsEach activity charged by its own driver, beside NII and fee income.

From the sample model-5,000

In the sample banking model, relationship REL-D brings in 240,000 of revenue and costs 245,000 to serve: a loss that a revenue report alone never shows.

Typical cost objects

RelationshipAccountRelationship managerProductSegment

Typical drivers

RM hoursTreasury unitsTransactionsAccountsNet interest income after FTP

Use cases

Relationship profitability Customer profitability Product and SKU profitability Channel profitability Month-end management P&L What-if and budget scenarios

Who uses it

CFO and finance director FP&A Relationship managers and branch leaders Product and category managers Financial controller Internal audit and risk

Funds transfer pricing is loaded as an input measure. ProfitKeel does not calculate FTP.

See your own cost structure in ProfitKeel.

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