PwC's commitment to this program runs from CEO Paul Griggs down to the engagement partners leading it day to day. Accountability from day one, not delegated oversight. The same senior leadership sponsoring this proposal stays personally accountable from Pre-Implementation through IBOR and into ABOR Hypercare.
PwC is backing this program with up to $11.3M of firm investment, phased against Nationwide's milestones — proof this is shared success, not just billable hours.
Not a generic staffing plan — a team built to accelerate Nationwide's investment platform modernization into an industry leader, combining deep Aladdin expertise, the breadth and depth of PwC's consulting bench, and real-world industry experience.
We've mapped what Nationwide already does well and where the real exposure sits. The plan is built around both, bringing outside insight to your leaders and reinforcing exactly where you're exposed.
This is our proposed Statement of Work, told through outcomes instead of clauses. Every stage and phase below is grounded in our SOW response: the outcome Nationwide achieves, the deliverables PwC produces to get there, and the line of accountability Nationwide retains throughout.
PwC is on Nationwide's side every step of the way — start to finish, as your implementation partner and advisor.
Stakes climb from Pre-Implementation through OMS/IBOR and peak at ABOR (the accounting book of record has to be right, not just fast) before transitioning into steady state. Program Governance & Execution runs underneath all three.
→ Click a stage below to see phases, outcomes and Nationwide's accountability, with deliverables one click deeper.
Core program success centers on the vendor platform capabilities Nationwide and BlackRock agree upon. These optional services supplement Nationwide's capabilities on the core program and also extend PwC's support into Nationwide's broader investments ecosystem, scoped and priced separately.
→ Click a service below to see outcomes and Nationwide's accountability.
Nationwide will always know (in advance) what a phase will produce, who is holding the pen, and how that stays consistent from Mobilization & Planning through ABOR Hypercare.
Every phase names what Nationwide gains that it didn't have before (a decision made, a risk retired, a number validated), not just a deliverable filed away.
Every phase is explicit about what Nationwide controls and dictates (the decisions, standards, and sign-offs it holds), which get distilled into named roles and a validated RACI as Pre-Implementation unfolds.
The same senior, cross-functional PwC team carries the institutional knowledge from Mobilization & Planning through ABOR Hypercare — nothing resets at a stage gate.
Read together, these three hold throughout the engagement: Nationwide can see what changes at each phase, who is accountable for it, and that the team producing it doesn't turn over along the way.
PwC is committed to Nationwide's success: named accountability, PwC investment on the table before Nationwide spends a dollar, a team assembled for this platform rather than pulled from a bench, and a plan shaped by lessons from prior implementations.