What Internal Resources Are Required to Implement MANTL Successfully?
To get full value from MANTL’s digital account opening platform, you need more than a technology decision. You need a cross-functional squad that can align journeys, data, risk, and frontline teams around a measurable growth narrative: more funded accounts, faster funding, and stickier relationships.
Implementing MANTL well requires a small, focused core team and clearly defined support from the rest of the institution. At minimum, you need: an executive sponsor, a MANTL product owner (often in digital banking or CX), marketing and revenue operations to design demand and onboarding flows, IT/architecture and data to integrate MANTL with core, CRM, and analytics, compliance and risk to govern KYC, disclosures, and audit trails, and frontline leaders (branch, contact center, business bankers) to activate adoption. Smaller FIs can map these responsibilities to a handful of people—but every one of these roles must be explicitly owned.
Core Internal Teams You Need Around MANTL
How to Staff a MANTL Implementation That Actually Drives Funded Accounts
Use this blueprint to right-size internal resources for MANTL—from discovery and integration to launch, optimization, and cross-sell. The goal: more approved, funded, and activated accounts with clear owners for every step.
Align → Design → Integrate → Launch → Optimize
- Align outcomes and owners. Define the business case (funded accounts, balances, time-to-funding, digital adoption) and name a MANTL product owner. Confirm who owns marketing demand, core/CRM integration, data, and compliance sign-off.
- Design the journeys and policies together. Marketing, product, operations, and compliance jointly design target journeys: which products go live first, eligibility rules, documentation requirements, and how abandoned applications are recovered.
- Integrate systems and signals. IT/architecture and data teams connect MANTL with core/LOS, CRM, fraud/KYC, and analytics. Revenue operations and analytics define IDs and events so you can trace marketing spend to funded accounts and balances.
- Train frontline teams and launch. Branch, contact center, and business bankers receive playbooks and talking points. Everyone understands how to track applications, assist stuck customers, and capture feedback into a backlog MANTL can act on.
- Optimize and expand. A small cross-functional council reviews funnel metrics weekly: traffic, completion rate, approval %, funded rate, time-to-funding, and account activation. The same team manages experiments and the roadmap for new products and segments.
MANTL Implementation Readiness Matrix
| Capability | From (Unprepared) | To (Ready for MANTL) | Primary Owner | Key Internal Resources |
|---|---|---|---|---|
| Business Case & Sponsorship | Loose goals, no shared targets | Formal objectives for funded accounts, balances, and digital adoption | Executive Sponsor | CEO/COO, Head of Retail/Commercial, CFO, Strategy |
| MANTL Product Ownership | Vendor-led decisions, unclear accountability | Named product owner with backlog, KPIs, and governance cadence | Digital Banking / CX | Product Owner, UX, Content Strategist |
| Demand & Journey Orchestration | Campaigns drive generic “apply now” clicks | Segmented campaigns, pre-qualification, and rescue journeys linked to MANTL | Marketing & RevOps | Demand Gen, Marketing Ops, CRM Admin |
| Core, CRM & Data Integration | Siloed systems, manual reporting | Stable integrations for application data, statuses, and balances | IT/Architecture | Integration Engineer, Data Engineer, DBA |
| Risk, KYC & Disclosures | Policies exist in binders, not in flows | KYC/AML, documentation, and disclosures embedded in the digital journey | Compliance & Risk | Compliance Officer, BSA Officer, Legal Counsel |
| Frontline Enablement | Branches and contact centers unaware of MANTL status | Playbooks, training, and shared visibility to application progress | Retail & Contact Center | Branch Ops, Contact Center Leaders, Training |
Client Snapshot: Right-Sizing Internal Teams for MANTL
A regional bank launched MANTL with a core squad of seven people across digital banking, marketing, IT, data, compliance, and retail leadership. By tying campaigns, account opening, and frontline follow-up into a single operating rhythm, they improved completion rate, funded accounts, and early balance growth within the first 90 days of launch—without adding headcount across branches.
When you align MANTL product ownership, revenue marketing, and compliance, you turn “online account opening” into a governed growth engine, not just another digital project competing for resources.
Frequently Asked Questions About Internal Resources for MANTL
Make MANTL the Front Door to Measurable Banking Growth
We’ll help you align internal teams, journeys, and data so MANTL powers more approved, funded, and activated accounts—not just more traffic to an application form.
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