Business Process Modeling
From business assumptions to an operating model
We help design and redesign processes in which legal requirements, technology and day-to-day operations must form one coherent model. We advise on implementing new products and services, coordinating with business partners, driving organizational change, and scaling existing operations.
We begin by understanding the process as a whole. We analyze who performs each activity, how funds, data and information flow, where liability arises and which elements may trigger regulatory obligations. We analyze the user experience and dependencies between teams, suppliers and business partners. On this basis, we design the target operating model, allocate roles and responsibilities, and define the contractual architecture and solutions that mitigate legal and operational risks. We work directly with management boards and business, product, operations, technology and compliance teams.
How can we help you?
We help translate a product or service concept into a legally compliant operating model. We define the roles of participants, the course of the processes, flows of funds and information, and the scope of responsibility of the individual entities.
We analyze processes that no longer fit the scale of the business, regulatory changes, or new business needs. We identify barriers and design solutions that simplify operations, reduce risk and prepare the organization for further growth.
We advise on models operating at the intersection of technology, payments, financial services, e-commerce and logistics. We determine which activities may constitute regulated activity and how to structure processes so obligations are appropriately allocated between businesses.
We design processes involving settlements, fund transfers, data exchange, and communications with clients. We pay particular attention to when liability arises, the rights of individual participants, and control over key stages of the process.
We help structure processes carried out jointly with banks, payment institutions, technology providers, subcontractors and commercial partners. We prepare documentation that reflects the actual allocation of tasks, risks and responsibilities.
We translate regulations into specific actions, procedures, system functionalities and responsibilities of individual teams. We support the implementation of changes and help ensure consistency between legal documentation and the way the process actually operates.
We review existing operating models, identifying legal, regulatory, contractual and operational risks. We recommend changes that can be implemented in practice without unnecessarily complicating the business.
Examples of our experience
Scalable settlement model for the e-commerce sector: we advised a technology and logistics company on designing a Cash on Delivery settlement model operated in cooperation with courier brokers. We developed a structure for the flow of funds and cooperation between participants that allows the service to scale while limiting the risk that the activity would require authorization to provide payment services.
User communications in a mobile application: we advised on designing the process for providing users, through a mobile application, with information required by law in connection with payment services. The analysis covered durable medium requirements, the flow of information between the application and external payment service providers, and the allocation of responsibility for the content and timing of communications. We translated the legal recommendations into specific solutions that could be implemented in the client’s technology environment.
DORA-compliant subcontractor cooperation processes: we advised a technology provider on redesigning its subcontractor cooperation model to meet DORA requirements. The project covered processes relating to ICT risk management, information security, incident handling, reporting, oversight of subcontractors and termination. We helped translate regulatory requirements into solutions for use in relationships with financial institutions.
Business model transformation: we advised on the business and legal transformation of the operating model of a group of companies providing services relating to ATMs, POS terminals and payments. We coordinated a project covering the group structure, allocation of functions between entities and adaptation of processes to the requirements applicable to a national payment institution.
FAQ
As a company grows, the roles of teams, partners, and systems, and the scope of responsibility often change while the documentation remains the same. In such a situation, we analyze how the process actually works, compare it with the applicable agreements and procedures, and identify which elements need to be organized or adjusted.
We recommend not limiting such an analysis to situations in which a problem has already arisen. Process analysis is particularly useful when implementing a new product, changing the scale of the business, starting cooperation with a new partner, entering another market, or responding to regulatory changes. Our lawyers verify whether the current operating model still meets business needs and legal requirements, and identify elements that should change before the next stage of growth.
No. The greatest risks and inefficiencies often arise in processes that developed gradually but were never designed holistically. A review may also be useful when a single element of a process changes, such as the settlement method, cooperation with a new provider, information flows, or responsibility allocation between teams.
Yes. Even before a service launches, you can analyze participant roles, funding and data flows, responsibilities, and potential regulatory obligations. This makes it possible to identify risks in advance and design a model that can be implemented from both a business and legal perspective.
A process that works on a small scale may not remain effective as the number of clients, transactions, or partners increases. At Lawarton, we analyze which elements may become barriers to further growth and design solutions that allow the business to scale without losing control over risk, responsibility, and regulatory compliance.
