Modeling is an old research discipline in the academic world and a common practice in the industry. Increasingly it is used in the Financial Service Industry as part of a Business Process Management (BPM) project driven by compliance. This paper describes how modeling, as a part of BPM efforts, can help to gradually, incrementally drill down into other tactical business management problems and can be aligned with an Enterprise Architecture (EA) used to embrace the strategic issues and organisational resources. The goal of the paper is to contribute to the modeling research by explaining critical issues, success factors, lessons learned from a BPM-EA project and by an identification of essential synergy elements creating business value propositions in a Financial Service organisation.