Author: PranatiDave

Unlocking Enterprise Preparedness for T+1 Settlement: The Crucial Role of IT and Technology Services Providers | Blog

By partnering with IT and technology services providers, banks and financial institutions can prepare for the new T+1 settlement. This security trade rule change to shorten the order finalization date by a day is expected to enhance operational efficiencies and reduce risk. Read on to understand how this updated regulation will impact the industry landscape and rapidly transform critical areas. Reach out to discuss the topic with us.

In today’s ever-evolving financial industry, the shift to T+1 settlement aims to enhance market efficiency, reduce counterparty risk, and align North American markets with global standards.

The transition to a T+1 settlement cycle represents a monumental shift for banks and financial institutions that will impact trade management, resource allocation, and risk mitigation.

Scheduled to go into effect this May in the US and Canada, the amended rule would require trades to be settled just one day after the transaction date, marking a significant departure from the current two-day cycle.

Let’s explore its ramifications further.

Impact on investors 

Shifting toward instantaneous or faster settlements is a remarkable milestone that will streamline operations, improve risk management, boost liquidity, and provide better counterparty risk management. This will further lead broker-dealers to reduce margins and collateral requirements.

Accelerating settlement cycles will save buyers and sellers time and increase trading volume. The positive impact will vary by the investor type. Large institutional investors like corporations will benefit from more liquidity and reduced margin requirements. Meanwhile, small or retail investors, who contribute significantly to the daily exchange trading volumes, will receive funds or assets post-execution faster. This will bring various operational benefits and improve market risk mitigation.

However, the proposed shift will require significant investor education and resilience to overcome the negative market sentiment caused by affected broker businesses. Investors will grapple with the shorter period for trade settlement, and brokers will need substantial investments to update front-to-back-office systems. Moreover, the higher settlement costs could potentially disappoint investors.

Implications for banks and financial services institutions

Transition to T1

The shift to T+1 settlement presents a significant opportunity for the financial industry to enhance operational efficiencies and reduce risk. As Martin Palivec, Head of Securities Services, Canada, Citi, has highlighted, many post-trade processes still rely heavily on manual intervention, indicating a clear need for automation and streamlining. Settlement compression will drive the industry to strengthen and automate these processes, leading to more efficient and reliable operations.

Moreover, improving reporting capabilities is becoming increasingly critical, with clients expecting timeliness and accuracy in trade status updates. This underscores the urgency for organizations to adopt advanced technologies and modernize their post-trade infrastructure.

Role of IT and technology service providers

By partnering with IT and technology services providers, banks and financial institutions can navigate the complexities of T+1 settlement and position themselves for success in the evolving financial landscape.

IT and technology services providers can play a crucial role in assisting banks and financial services institutions in their T+1 journey in the following ways:

  • System Upgrades and Integration: Technology providers can help firms upgrade their existing systems or integrate new systems to support T+1 settlement. This includes implementing real-time processing capabilities, enhancing data management systems, and ensuring interoperability with other market participants
  • Automation and Straight-Through Processing: Automation is key to achieving operational efficiency in a T+1 settlement environment. Technology providers can assist firms in automating trade interfaces, matching and affirming trades in real time, and streamlining settlement workflows to minimize the risk of failed settlements
  • Data Management and Reporting: Accurate and timely data management is critical with the compressed settlement timeline. Technology providers can help firms improve data quality, implement real-time reporting capabilities, and enhance communication with counterparties to reduce the risk of errors and delays
  • Regulatory Compliance and Risk Management: Technology providers can assist firms in ensuring compliance with T+1-related regulatory requirements, including implementing systems to monitor and report trade status and manage risk factors associated with the new settlement cycle

The move to the T+1 settlement represents a significant advancement in the financial industry, necessitating operational and technological adjustments for banks and financial institutions.

As this transition unfolds, the prospect of T+0 settlement looms, with countries like India already making strides in this direction. The adoption of distributed ledger technology (DLT) is expected to be pivotal in enabling T+0 settlement and offering real-time, secure, and transparent transaction processing.

Organizations preparing for T+1 should also consider the potential shift to T+0 in their strategic planning. By embracing technologies and practices supporting T+1 and T+0 settlement, businesses can streamline operations, enhance efficiency, and stay ahead of the curve in an evolving financial landscape.

To learn more about the impact of T+1 settlements in the financial services industry, contact Abhinav Rathaur, [email protected], Kriti Seth, [email protected], and Pranati Dave, [email protected].

Read the blog, Beyond the Hype: Approaching Gen AI in BFSI Enterprises with the Generative AI-EXCEL Framework, to learn about successful gen AI adoption in the BFSI sector.

Navigating Cloud Portability and Exit Strategies in Banking and Financial Services | Blog

Cloud service providers are vital partners in helping Banking and Financial Services (BFS) institutions build robust systems for cloud migration and exit strategies to maneuver complex regulatory and operational environments. These approaches promise to ignite technological innovation. Discover actions the world’s leading banks are taking and their importance in today’s financial landscape in this blog. Contact us to discuss further.

In the BFS industry, cloud has become synonymous with innovation and agility. Yet, as the space matures in its digital transformation journey, a crucial pivot is taking place. The focus is not solely on cloud migration but on nimbly and cautiously maneuvering within it. This shift brings to the forefront the importance of cloud portability and exit strategies – concepts rapidly gaining traction as BFS enterprises seek to future-proof technology investments. Let’s explore this further.

The strategic imperative of cloud portability

Cloud portability has risen to a strategic imperative within the BFS space. It encapsulates the capability to seamlessly transition applications and workloads between cloud environments, ensuring operational resilience and uninterrupted compliance. This degree of agility is fundamental in mitigating risks associated with vendor lock-in. Additionally, it enables BFS enterprises to adapt rapidly to evolving regulatory requirements and market conditions.

Major banks have spearheaded the charge towards cloud portability by embracing technologies that allow flexibility. Adopting containerization technologies and microservices architecture, notably through Kubernetes, is a case in point. These technologies provide a layer of abstraction, decoupling applications from the underlying cloud infrastructure, which empowers banks to maneuver digital assets across platforms without the burdens of significant downtime or exorbitant costs.

For instance, major financial institutions such as Bank of America and JPMorgan Chase have been at the forefront of embracing cloud-native technologies. Bank of America has utilized Kubernetes to enhance its application deployment processes, enabling faster innovation and improved customer service. Similarly, JPMorgan Chase has invested in containerization to streamline its IT infrastructure, demonstrating the significant efficiency and flexibility benefits these technologies offer to the BFS industry.

Navigating exit strategies in a regulated landscape

While less discussed, cloud exit strategies are vital to a comprehensive cloud governance framework. In an industry where strategic pivots or regulatory mandates can necessitate a change in cloud service providers, BFS enterprises must have clear, actionable plans for such eventualities. Crafting a cloud exit strategy involves thoroughly understanding service agreements and ensuring the transition can be executed with minimal disruption to operations and compliance protocols.

Goldman Sachs’ adoption of a multi-cloud strategy exemplifies a preemptive approach to exit planning. By distributing workloads across AWS, Azure, and Google Cloud, it is poised to maintain continuity of service and positioned to negotiate the transition of services, should strategic or regulatory circumstances change.

The formulation of cloud exit strategies is intricately linked to the BFS industry’s regulatory environment. Institutions must have actionable plans to transition away from cloud providers as strategic, regulatory, or operational landscapes evolve.

Over the last decade, regulations such as the General Data Protection Regulation (GDPR) in Europe and the Federal Financial Institutions Examination Council (FFIEC) guidelines in the United States have necessitated that banks maintain strict data governance and security protocols during such transitions.

These regulatory frameworks compel banks to plan their cloud engagements meticulously. For instance, compliance with GDPR requires that any BFS institution operating in or serving customers in the European Union (EU) must ensure its cloud exit strategy does not compromise data protection standards, even during service provider transitions.

For BFS enterprises, investing in cloud portability and a strategic exit plan is a direct response to the industry’s complex risk profile. These strategies protect them against the uncertainties of the cloud market and the evolving regulatory landscape. The goal is to safeguard investments and ensure that cloud engagements remain agile, compliant, and aligned with the overarching business objectives.

How can service providers become strategic partners in this roadmap?

Cloud service providers are pivotal in facilitating the BFS sector’s cloud transitions, having evolved from mere hosts of workloads to strategic partners. Mid-market providers illustrate this evolution by aiding BFS institutions in cloud migration and strategically planning portability and exit. These service providers ensure that cloud architectures are crafted to be vendor-agnostic and that exit strategies are incorporated into the engagement from the outset, aligning with the BFS industry’s stringent standards.

Elements of a comprehensive cloud strategy

The evolving cloud landscape necessitates a proactive and all-encompassing approach to strategy development. A holistic cloud strategy should incorporate the following:

  • Prioritizing open standards and application programming interfaces (APIs) to facilitate easy transition between cloud environments
  • Evaluating technology stacks in detail to uncover and mitigate potential lock-in risks
  • Negotiating transparent and favorable contractual terms with cloud providers that account for the potential need to exit
  • Developing robust business continuity plans that include cloud service transitions

The road ahead

As the BFS sector looks to the future, the trajectory of cloud computing strategies points toward greater flexibility, regulatory compliance, and strategic agility. The increasing importance of cloud portability and exit strategies is set to catalyze a new wave of technological innovation and strategic foresight. The pioneering steps some of the world’s leading banks are already taking demonstrate this evolution.

Large banks have been front-runners in leveraging cloud technology to enhance their financial services. Collaboration with hyperscalers, such as AWS, Azure, and Google Cloud, is part of the broader strategy to adopt a cloud-first approach by distributing workloads across different cloud providers.

Goldman Sachs has been using AWS’s capabilities to innovate in financial data management, leveraging cloud technology for scalability and efficiency and ensuring its architecture supports portability and compliance. This move indicates a broader trend among BFS institutions to harness the power of cloud computing while emphasizing the importance of cloud portability and the ability to adapt and exit in line with strategic and regulatory needs.

Moving forward, collaboration between BFS institutions and cloud service providers is expected to deepen, focusing on creating more robust frameworks for cloud portability and exit strategies. This partnership will be crucial in navigating the modern financial world’s regulatory complexities and operational demands, setting new standards for innovation, security, and customer-centric services in the banking sector.

BFS enterprises that diligently incorporate cloud portability and strategic exit planning into their operational frameworks are setting themselves up for enduring success. They will safeguard current investments and position themselves to leverage future technological advances and adapt to an ever-evolving regulatory landscape. We foresee that these proactive enterprises and service providers will spearhead the next wave of innovation and resilience in the BFS sector’s cloud journey.

To explore how to achieve cloud-first transformation in tandem with safeguarding the existing technology estate, contact Ayan Pandey, [email protected], and Pranati Dave, [email protected].

Don’t miss the webinar, Global Services Lessons Learned in 2023 and Top Trends to Know for 2024, to learn about the successes, challenges, and transformative trends that defined the global services industry in 2023 and discuss the opportunities that lie ahead for business leaders in 2024.

The Capital One Merger with Discover Potentially Signals a Shift in the US Banking Landscape | Blog

Capital One’s planned US$35.3 billion acquisition of Discover Financial Services would combine two of the largest credit card companies, creating the most dominant US credit card firm. This deal holds the potential to significantly impact the banking and financial services (BFS) IT services market and providers. Read on to learn the looming risks and what to pay attention to.

Contact us to discuss the topic further.

Acquiring Discover would give Capital One access to a credit card network of more than 300 million cardholders. If the Capital One merger clears antitrust regulations, the combined entity would become the sixth-largest US bank by assets and a leading card issuer and network provider for the US payments market.

Let’s explore the following four implications of the Capital One merger on the BFS technology and IT services sectors.

  1. Increased deal activity will help banks sharpen their focus on core operations

Macroeconomic uncertainty and rising interest rates slowed financial services dealmaking in 2023. However, S&P predicts regional and community banks will be interested in mergers of equals this year. In these challenging times, banks want to understand the potential synergies of the merged entities clearly. They also require deeper due diligence than in the past, as exemplified by the failed merger of TD Bank Group and First Horizon.

Traditionally, acquisitions were an opportunity to enter new product lines and geographies, gain new capabilities, and achieve cost savings and operational efficiencies through technology modernization and streamlining processes and systems.

Recent banking sector acquisitions underscore a clear strategic focus on directing resources to targeted areas. Banks are divesting or seeking partners for non-core or insufficiently scaled units that lack a distinct competitive edge and demand substantial investment.

  1. Investments in data and Artificial Intelligence (AI)/Machine Learning (ML) will rise

Our analysis indicates that merger and acquisition (M&A) activity among regional and community banks will increase, driven by the need to achieve greater scale. This strategic move is essential for these financial institutions to compete effectively with larger players, particularly as customer engagement transitions from physical to digital platforms.

By joining forces, these banks will be better positioned to develop new competencies in data management, AI/ML, open application programming interfaces (APIs), and advanced analytics, aligning with the growing digitalization of banking services. The merged entities will benefit from larger resource pools, facilitating improved alignment between skills and talent.

  1. Service provider portfolios will likely reshuffle

Discover and Capital One have traditionally relied heavily on outsourcing to two or three major service providers. In mergers, providers with significant contracts with both entities typically stand to lose revenue because spending by the merged entity will not be as large as it was under the separate relationships unless they gain wallet share from competitors.

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Suppliers that solely provide services to Discover are at risk of having their portfolio consolidated and moved to Capital One. However, providers who bring intellectual property or a niche capability may maintain the business through the consolidation.

Discussions about increased regulatory scrutiny are emerging, as even the regional banking market is at the cusp of such transactions. Moreover, this transaction can potentially increase competition for giants Mastercard and Visa.

  1. Banks will require substantial consulting and system integration support

M&As spur increased short-term spending on post-merger integration and consulting services. By rationalizing vendor portfolios and IT infrastructures, merged entities can substantially cut costs by eliminating redundant applications and platforms. BFS firms will need partners to devise modernization roadmaps to create long-term value.

Merged entities must swiftly adapt their operational models, delivery strategies, and sourcing decisions to excel in the evolving landscape. Investing in specific technologies and tools is essential to foster growth and ensure operational continuity. Emphasizing core operations becomes a prerequisite as firms assess the appropriate valuation before crafting their integration strategy.

The road ahead for the Capital One merger

Richard Fairbank, founder, chairman, and CEO of Capital One, has emphasized that the merger with Discover presents a unique opportunity to unite two highly successful companies with complementary strengths and franchises.

The Capital One merger aims to establish a payments network capable of rivaling the industry’s most extensive networks and companies. However, the potential impact of increased market concentration from this combination will face regulatory scrutiny.

Providers should closely monitor system integration opportunities, as Capital One plans to expand its 11-year technology transformation initiative to encompass all of Discover’s operations and network.

The new entity will invest in growth initiatives, including faster time-to-market, innovative products and experiences, and personalized real-time marketing efforts. Operationally, underwriting, efficiency, risk management, and compliance enhancements will drive data and technology investments.

We are closely watching the market and regulatory actions. To discuss the Capital One merger and its impact on the US banking landscape, reach out to Ronak Doshi, [email protected], Kriti Gupta, [email protected], or Pranati Dave, [email protected].

Join this webinar to hear our analysts discuss Global Services Lessons Learned in 2023 and Top Trends to Know for 2024.

Navigating the New Landscape: How DORA Regulations Will Reshape the Future of Financial Services | Blog

With the deadline for the European Union’s Digital Operational Resilience Act (DORA) less than a year away, financial entities and service providers need to begin acting to reach compliance. Learn the steps organizations should take to prepare now and discover how the new DORA regulations will strengthen digital operational resilience.

Financial institutions’ reliance on information and communication technologies (ICT) for core operations brings immense opportunities in today’s digital world but also exposes banks, investment firms, insurers, and other financial entities to significant cyber threats and operational risks. To address these growing vulnerabilities, the EU has enacted DORA.

The DORA regulations are expected to significantly enhance the digital resiliency of the EU’s financial sector and foster greater stability, consumer protection, and trust. Financial institutions and authorities are working toward meeting the implementation deadline of January 17, 2025. Let’s explore this further.

DORA addresses two critical concerns:

  • Rising cyber threats: DORA mandates robust cybersecurity measures to protect financial systems from increasingly sophisticated and frequent cyberattacks that steal sensitive data, disrupt operations, and erode trust
  • Potential financial instability: DORA aims to prevent ICT incidents from cascading through the financial system, jeopardizing its stability and impacting consumers and businesses. The regulations ensure financial institutions can withstand, respond to, and recover from ICT-related incidents

Who will be impacted by DORA regulations?

DORA will impact all financial institutions and ICT third-party service providers. This includes banks and credit institutions, investment firms, trading platforms, and providers delivering critical services like cloud computing, data centers, credit ratings, and data analytics. It applies to over 22,000 financial entities in the EU and ICT infrastructure support outside the EU.

DORA framework

DORA establishes a comprehensive framework for managing digital operational resilience across the financial sector. Some key provisions include:

  • Enhanced ICT risk management: Financial institutions must implement robust ICT risk management practices, including threat identification, vulnerability assessments, and incident response plans
  • Mandatory incident reporting: Major ICT-related incidents and significant cyber threats must be reported to authorities, enabling faster response and improved threat intelligence sharing
  • Regular digital operational resilience testing: Financial institutions must conduct regular ICT systems testing to identify and address vulnerabilities
  • Strict oversight of ICT third-party providers: Financial institutions are accountable for the resilience of their third-party ICT service providers, with DORA outlining clear oversight and risk management requirements

DORA requires third-party providers to maintain robust cybersecurity measures and operational resilience capabilities to mitigate risks from potential vulnerabilities and disruptions. Moreover, financial institutions must ensure their current and future contracts with providers are compliant.

DORA focuses on five strategic pillars centered around data: risk management, third-party risk management, incident reporting, information sharing, and digital operational resilience testing. However, financial institutions still have many technology legacy systems that could create obstacles to data management.

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How can financial institutions comply with DORA regulations?

Immediate next steps financial institutions should take to prepare for the January 2025 deadline include:

  • Conduct a gap analysis and develop an operational resilience framework, business continuity plans, and governance policies
  • Assess risks with third-party providers in the sourcing portfolio and review existing contracts that may be at risk of termination by authorities
  • Ensure risk and compliance leaders are represented on management boards, as the board will have full accountability for ICT risk management
  • Establish systems for managing, logging, and reporting ICT incidents to regulators

How can providers help financial institutions achieve compliance?

By leveraging their deep understanding of enterprise technology footprints, providers should proactively assist enterprises in meeting the regulatory deadline. We recommend providers take the following actions:

  • Develop a perspective on how DORA will impact financial institutions to ease clients’ worries and gain mindshare with new customers
  • Identify accounts needing support to determine current and future states, business continuity plans, risk management frameworks, etc.
  • Evaluate incumbency status and competitive landscape threats. Acknowledge financial institutions will need to reduce their reliance on a single or small group of providers and have open discussions with clients to ensure transparency and collaboration
  • Develop effective rules, procedures, mechanisms, and arrangements to manage ICT risks to financial entities
  • Review contracts and proactively identify clauses needing changes to incorporate DORA compliance
  • Prepare to undergo threat-led penetration testing with financial institutions if deemed critical by regulators

In the near term, we foresee the banking, financial services, and insurance (BFSI) industry in the EU being impacted in the following ways:

  • Spiked demand for security services as financial institutions run security services maturity assessments to review the current state of DORA compliance
  • Revamped sourcing portfolios as financial institutions assess concentration risk of functions deemed critical under DORA
  • Increased demand for a qualified talent pool to conduct vulnerability assessments, performance testing, penetration testing, etc.

With the deadline fast approaching, enterprises and providers cannot afford to wait for the regulatory process to conclude and must begin to take these recommended steps to reach compliance by 2025.

To learn more about the Digital Operational Resilience Act and how to achieve compliance with the DORA regulations, contact Kriti Gupta, [email protected], Pranati Dave, [email protected], and Laqshay Gupta, [email protected].

To learn about Global Services Lessons Learned in 2023 and Top Trends to Know for 2024, don’t miss this webinar.

Payments IT Services PEAK Matrix® Assessment 2023

Payments IT Services PEAK Matrix® Assessment

The payments landscape is changing rapidly. Today, consumers have more payment options than ever before. This is primarily due to the unprecedented rise of FinTechs, PayTechs, and neo-banks, which introduce faster, innovative, and convenient transaction methods such as Buy Now Pay Later (BNPL), digital wallets, Request to Pay (R2P), embedded payments, and digital currencies. The increasing prevalence of digital payments and the consumer demand for seamless instant transactions are driving the adoption of real-time payments systems.

New regulations and standards, such as ISO 20022, are paving the way for faster and more efficient payments. These new data standards create numerous opportunities for data monetization. Financial institutions are investing in modernizing payment infrastructure to support instant payments, leverage monetization opportunities, provide alternative payment methods, and launch digital currencies.

Payments IT Services PEAK 2023 1

What is in this PEAK Matrix® Report

In this report, we examine the vision and capability and market impact of 30 payments IT service providers and position them on Everest Group’s proprietary PEAK Matrix® framework as Leaders, Major Contenders, and Aspirants.

In this report, we:

  • Examine key trends in the payments IT services industry
  • Classify 30 payments IT service providers as Leaders, Major Contenders, and Aspirants on Everest Group’s proprietary PEAK Matrix® framework
  • Discuss the IT service providers’ competitive landscape for payments IT services in BFS
  • Assess providers’ key strengths and limitations

Scope:

  • Industry: Banking and Financial Services (BFS)
  • Geography: global
  • The assessment is based on Everest Group’s annual RFI process for the calendar year 2023, interactions with leading technology and IT services providers, client reference checks, and an ongoing analysis of the payments IT services market

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What is the PEAK Matrix®?

The PEAK Matrix® provides an objective, data-driven assessment of service and technology providers based on their overall capability and market impact across different global services markets, classifying them into three categories: Leaders, Major Contenders, and Aspirants.

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Continuous Modernization in an Era of Cost Efficiency: Perspectives for BFS Firms in APAC | Webinar

on-demand WEBINAR

Continuous Modernization in an Era of Cost Efficiency: Perspectives for BFS Firms in APAC

The Asia Pacific (APAC) macroeconomic environment has experienced considerable ups and downs; additionally, banking and financial services (BFS) firms are up against the dual challenge of bringing in cost efficiencies while staying current with the latest technologies.

Amid these ongoing challenges, the paradigm of modernization is shifting from a point-in-time activity to continuous evolution. 

In this webinar, our experts will discuss how, in an era where cost savings is critical, continuous modernization for BFS firms is key.

Our speakers will discuss:

  • What are the key business, technology, and sourcing priorities of BFS firms in Asia Pacific as they accelerate their modernization journey?
  • What is the current state of maturity, and what are the primary challenges for the modernization of banking systems in APAC?
  • What are the key considerations and best practices to modernize core systems in an era of conservative budgets?

Who should attend?

  • CIOs and CTOs
  • IT strategy heads
  • Heads of outsourcing
  • Procurement managers
  • Senior marketing executives
  • Heads of BFS division
  • BFS solutions heads
  • Senior IT applications executives
  • Senior IT sales executives
  • BFS products heads
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Kriti Gupta
Chirajeet Sengupta

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