OptiBrain sector play · within Opti
OptiBanking
Balance-sheet choices with their P&L attached.
The decision workflow
Which drivers changed product profitability?
Inputs
- ◆ Balances by product & branch
- ◆ Rate path
- ◆ Cost to serve
Constraints
- ◆ Liquidity & capital ratios
- ◆ Risk appetite
- ◆ Branch capacity
Alternatives
- ◆ Reprice deposits
- ◆ Shift mix
- ◆ Reallocate capacity
Output
A pricing and portfolio decision showing NII, risk and capital effects
In the product
What the decision looks like.
Deposit pricing decision
Proposed rate changes · $5.0B deposit book
| Product | Balance $M | Current | Proposed | Balance Δ | NII $M/yr |
|---|---|---|---|---|---|
| Savings · retail | 1,800 | 2.10% | 2.35% | +3% | −3.3 |
| Term deposit 12m | 1,200 | 3.80% | 3.80% | 0% | +0.0 |
| Business current | 900 | 0.50% | 0.75% | +4.5% | −0.7 |
| Money market | 1,100 | 3.20% | 3.00% | -2.5% | +1.8 |
Net NII effect: −$2.2M a year. New balances reinvested at 4.6%. Liquidity ratios checked before approval.
What it does.
Product profitability
NII, fees and cost to serve by product and branch.
Pricing
Deposit and loan pricing against the rate path.
Liquidity & funding
Funding mix within ratio limits.
Portfolio
Grow, hold or exit, with capital consumption shown.
Back to the P&L
Every operational move, priced.
Spread bp→Net interest income
Mix→Capital consumption
Cost to serve→Cost-income ratio
Discuss your banking challenge.
Start here directly, or begin with OptiPlan for financial discovery. Scope and success criteria agreed upfront.