The Costs of Financial Distress; Evidence from Credit Default Swaps

whitePaper | December 23, 2019

Whether you’re obtaining new clients or recruiting talent, the Financial Services space is incredibly competitive. In order to meet the collaborative and transparent demands of clients, firms must work to develop an involved community that’s loyal to them. With that goal in mind, customer satisfaction and relationship development are imperative, and—as clients seek out advisors and agents that are thought leaders and specialists, and Financial Services firms strive to become exactly that—personal branding is more important than ever. In fact, branding must become a focus of all client-facing employees.

whitePaper | June 14, 2022

For the last few years, Financial Services CFOs and their finance teams have been tasked with implementing a digital finance department. While some moved ahead and made significant improvements to legacy systems and processes, many pushed off projects or made small improvements.

whitePaper | June 30, 2022

Covid has created a mini industry in ‘Thought Leadership’ prediction and an abundance of ‘Vision [2025/30]’ documents. While we know, of course, how important that kind of thinking is, we also like the sentiments above, of Pope John II.

whitePaper | May 6, 2022

Globalization and digitization were transforming the way we work even before the global COVID-19 pandemic, but going forward, flexible hybrid workspaces will be the norm. With that comes the expectation of equity and inclusiveness for employees, and more personalized, meaningful experiences for customers.

whitePaper | February 10, 2020

With corporate treasurers already adopting open banking in a strategic move to create further value in their organizations, it is now time for financial institutions (FIs) to both align their future product and servicing roadmaps to those of their clients, as well as begin to embrace the opportunities that present themselves in the open digital ecosystem.

whitePaper | May 7, 2022

Many traditional financial services products are being commoditised. They are becoming irrelevant in the lives of customers. They are seen as table stakes. What customers really care about is value, convenience, and security. And what they want is a financial services ecosystem uniquely tailored to their specific needs. I am not particularly prone to making predictions. But – of this – I am fairly certain: in the next 15 years, all of the most successful financial services organisations will be platform players. The leaders will be defined by the ecosystems that gravitate around them. They will be measured by the incremental value they deliver their customers. And they will grow based on their ability to meet their customers’ needs.