In today’s financial markets the number of institutions chasing scale and new product lines is large. But it is increasingly clear that growth for its own sake is no longer the hallmark of success. What distinguishes firms that thrive is the discipline to focus: to streamline operations, sharpen priorities and invest deliberately in core capabilities. That discipline is the real sign of long-term strength.

A recent report from Boston Consulting Group noted that one of four winning strategic stances for banks is a “focused business model” rather than trying to be all things to all people. With customers more empowered, cost pressures high and alternative providers accelerating, the margin for error has tightened. Firms that spread too thinly across segments, geographies or legacy operations risk dilution of purpose and value.

Similarly, research from PwC points to continuing consolidation in financial services, not simply because of cost savings but because structural change is prompting businesses to prioritise where they have competitive advantage. In other words: consolidation is not just about size – it’s about rationalising for strength.

At Infinox we have embraced that mindset. Over the past year we have been simplifying our operating model deliberately. We have shifted away from legacy retail operations to focus on building our institutional offering under the IXO Prime brand and concurrently invested in the infrastructure, governance and specialist talent that support that ambition. The backdrop to that repositioning is clear: in a fast-moving world, the ability to respond quickly matters more than the ability merely to expand broadly.

Operational discipline does more than reduce cost. It sharpens clarity and understanding of what we are good at, who our clients are, how we create value. That clarity fosters agility. It allows management to make clear choices: which capabilities to build, which flows to prioritise, which markets to focus on. When markets shift, firms with fewer moving parts adapt more quickly.

For investors and stakeholders, that agility is critical. A business that can adapt in a timely manner to regulatory changes, client behaviour shifts or macro-economic headwinds is more likely to create sustainable value. The current regulatory environment in the UK and Europe demands not only compliance but operational efficiency and strategic focus. The Financial Conduct Authority’s 2025-26 work programme emphasises both effective regulation and support for growth, a signal that the future will favour firms that manage both responsibly and efficiently. 

To this end we have also been selective in how we invest. Rather than spread investment across multiple business lines, we have concentrated on a few core growth vectors, ones where we believe our long-term rights to win exist, where our scale and expertise can matter. This approach aligns precisely with the “focused business model” narrative that BCG identifies as a powerful enabler of sustainable growth. 

Of course, “doing less, better” is not about contraction but about clarity of purpose. It is about stripping out the noise, reallocating resources from peripheral activity to our highest-value areas, and building foundations now that allow us to step up effectively when the time is right. For clients and partners this means more consistency of service, better governance, and a partner with clear institutional credentials.

As we look ahead we recognise the external environment will remain uncertain, geopolitical tensions, regulatory shifts and technological disruption will continue to test financial firms. Yet in that environment the value of focus becomes even greater. Firms that have taken the hard decisions early, rationalised their structure, and built strong foundations will be better placed to capture opportunity when growth returns. The resilience economy demands not only the ability to withstand change, but to thrive within it.

At Infinox our commitment to building long-term strength is unwavering. We are not chasing rapid expansion for its own sake. We are investing with discipline, simplifying our business model, sharpening our proposition and readying ourselves to deliver in what we believe will be a new era of institutional growth. In that sense, doing less, better is not a limitation but our most important enabler of future success.