The financial services industry is currently facing a "double jeopardy". On one hand, there is the pressure of modernising legacy payment infrastructures that require deep technical insight and strategic oversight. On the other hand, there is a looming "silver tsunami": a wave of retiring experts taking decades of institutional knowledge with them. How do organisations deliver on critical projects while simultaneously rebuilding their workforce for the future?
At one of our clients, Belfius Bank, this was not a theoretical problem but a daily reality. The bank was launching an initiative to modernize its international payments offering. However, they faced a critical hurdle: the experts who had built the legacy systems were approaching retirement, creating a significant risk of knowledge loss.
Simply adding "extra hands" wouldn’t work. The project required people who could solve intricate functional puzzles and navigate a bank’s rigid architecture.
Projective Talent answer was a hybrid team model designed not just for capacity, but for capability. It combines a seasoned Projective Group consultant with ambitious young starters working within a specific 'Try & Hire' framework with Projective Talent.
To tackle the challenge at Belfius Bank, Projective Group deployed a purpose-built unit. At the helm is Raphael Iglesias Espino, a Senior Project Manager with 18 years of experience in Financial Services. Flanking him are two driven young starters, including Maarten Somay, a Functional Analyst for whom this was his very first job.
For Maarten, the match was instant. He had a natural interest in bridging the gap between Business and IT and skill set he was eager to apply in the banking world. In the hybrid team, he found the perfect environment to do exactly that.
"This is not about general project management. It is about solving the puzzle," Raphael explains. While he manages the scope and stakeholders, the juniors take full ownership of the functional complexity. They aren’t just executing tasks; they are translating abstract business needs into precise technical specifications, mapping impacts across multiple applications, and defining the rigorous testing scenarios that ensure the system actually works.
The client gets a dual benefit: Raphael ensures the strategic direction is correct, while the junior Functional Analysts ensure the functional foundation of the solution is rock solid. It is a partnership where the junior profiles delivers high-value output, not just support.
What separates this model from standard "staffing" is the active mentorship component. Entering a major bank straight from school can be daunting, especially when joining a team of senior experts with decades of tenure.
I entered a relatively older team, which can be intimidating at first. But I saw it as a massive opportunity.
"I entered a relatively older team, which can be intimidating at first," Maarten admits. "But I saw it as a massive opportunity. These are people with an incredible amount of knowledge."
In this hybrid setup, Raphael acts as an onsite mentor. He ensures that the juniors aren't just executing tasks; they are learning to navigate the political and technical landscape of a major bank.
"Raphael taught me how to approach things and provided different angles to look at problems," says Maarten. "In the beginning, he was my primary contact point. He facilitated introductions to other departments and gave constant feedback on my work. Because of that safety net, I found my way much faster. Now, I approach those stakeholders directly."
"I take Maarten into meetings with business stakeholders so he doesn’t just see the technical specifications. He understands the business logic behind them," Raphael notes. This proximity to seniority accelerates development. It ensures Maarten acquires deep functional knowledge alongside his technical maturity. As Raphael puts it: "He learns to speak the language of the business, not just the language of the database."
Maarten learns to speak the language of the business, not just the language of the database.
While Raphael provides the technical and functional mentorship and ensures he understands the what and the how of this particular project and the banking world, Maarten is never alone.
He is part of a broader community of Projective Group consultants active within the client. "Having contact with other consultants in different teams and roles helps a lot," Maarten notes.
Additionally, the Projective Talent ecosystem ensures holistic support. A dedicated personal coach helps him digest the feedback and develop the professional maturity required to navigate the corporate world, while targeted training sessions ensure his technical skills remain cutting-edge.
For Belfius Bank, this approach solves two massive problems at once. First, the project gets delivered with high quality because the team has the skills to handle the complexity. Second, they are future-proofing their workforce.
Perhaps the most crucial aspect of this model is its long-term vision. The goal isn't to keep Maarten on the external payroll forever; it is to integrate him. After the two-year programme, he is expected to join the client as permanent staff, taking all that acquired knowledge with them.
In this specific case, Belfius Bank plays an exemplary role in facilitating this transition. By treating Maarten as an internal colleague from day one - including him in events, trainings and people management - they significantly accelerate the integration process.
Looking back on the collaboration, Eric Lormans of Belfius Bank confirms the power of this approach: "Evaluating this one year later, I can safely say this approach is a success story. Beyond the excellent guidance and training Maarten receives from Projective Group, this setup has enabled him to grow faster and become much more autonomous. It is clearly a win-win situation for Maarten and the bank, with thanks to Raphael. The transparent and open communication with Projective Group has led to a highly successful collaboration and a positive result
Raphael taught me how to tackle challenges. The moment he leaves, I take that approach and the network I’ve built with me.
Because Raphael didn't just tell Maarten what to do, but taught him how to think, the knowledge is secured. "Raphael taught me how to tackle challenges," Maarten concludes. "The moment he leaves, I take that approach and the network I’ve built with me."
For organisations facing the retirement wave, this model offers a blueprint for knowledge transfer.
As Raphael summarises: “Some agencies sell you a shiny senior profile and two juniors, but you never see the senior. Here, you get the full commitment of the entire team. That involvement is what accelerates the talent and secures the delivery”
As part of Projective Group, Projective Talent connects ambitious professionals with leading financial services companies, opening doors to career-defining opportunities. Whether through traineeships that transition into long-term roles with our clients, or missions that offer flexible assignments, we ensure the right fit for both candidates and businesses.
With access to A+ clients, expert coaching, and a strong professional network, we help talent and companies grow together - fuelling careers, innovation, and long-term success.
