EbookHigh touch and high tech in wealth management striking the right balance.pdf

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High-touch and high-tech in wealth management: striking the right balance | E-book by Comarch

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Grzegorz Prosowicz
Consulting Director – Capital Markets, Wealth and
Asset Management at Comarch
Head of Consulting and Product Management for Comarch
Capital Markets. He holds a Ph.D. degree in Economics from
the Cracow University of Economics and an Executive Master of
Business Administration from the Stockholm University School
of Business. He has been with Comarch since 1998, and
specialises in investment management, investment advisory,
market efficiency and performance measurement. He helps
banks design processes and improve communication with
clients in the area of wealth management and financial
product distribution.
Anna Sacha
Senior Consultant at Comarch
Anna is a Senior Consultant within Comarch
Financial Services. She has joined Comarch in 2012,
and was acquired into the Capital Market Business Unit
focused on delivering international projects in the areas
of investor protection, investment advisory and client
front-end solutions. Anna has experience in helping
Wealth & Asset Managers to digitalise their customer
and advisor journeys, automate reporting processes
and provide a whole new user experience.
Dominik Łyżwa
Senior Consultant at Comarch
Dominik Łyżwa is a Senior Business Consultant at
Comarch, covering Wealth & Asset Management
platforms. His professional career focuses on finance
& capital markets, with relevant experience on both buy
and sell side. Dominik is a licensed stockbroker and
investment advisor.
Neha Goel
Sales Director at Comarch
Neha is a Sales Director at Comarch responsible for
the entire financial services sector in the Middle East and
Africa. With over 8+ years of experience in IT and extensive
knowledge of IT solutions for Banking, Finance, Insurance,
IT outsourcing, SaaS, Cloud, Artificial Intelligence (AI),
Loyalty, and innovative technologies, she has been
helping the banks in the region to create a unique
customer experience.
Authors

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Table of contents
Intro
Going digital in wealth management –
customer perspective
Robo-advisors: the future
of wealth management
Innovations – moonshot thinking
and the art of walking the Earth
4 essential tips on how to react when
your investment portfolio is falling
Wealth Management:
Under the overcast sky
Why you should expect less
from AI algorithms in finance
Can you predict which mutual funds
will do better than others?
About Comarch Wealth
Management
About Comarch
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Intro
The wealth management industry has traditionally been slow to
modernize, however the Covid-19 pandemic has either forced
wealth managers to accelerate digitization or set it in motion
in the first place. These changes can only turn out well for
wealth managers though: the client preferences are rapidly
shifting towards solutions employing robo-advisory or AI. The
hi-tech shakedown in wealth management might be just around
the corner – bringing benefits to both financial institutions and
their clients.
High-touch and high-tech in wealth management: striking the right balance | E-book by Comarch 4

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Going digital in wealth management
– customer perspective
A few years ago, when we carried out our own
research on the state of digitization of private
banking and wealth management*, not even a third
of private banks and wealth managers we surveyed
were delivering a mobile experience to their clients.
Over 60% had no mobile application for clients in
place but were planning to introduce one in the future.
Since then, the gap has been partially closed, but
today’s statistics indicate a low satisfaction ratio with
digital tools offered in private banking. This is distur-
bing when you consider digitalization is everywhere
these days, forming people’s habits and expectations.
The World Wealth Report from Capgemini found last
yearthatonlyabout50%ofHNWclientsweresatisfied
with mobile and online platforms at their disposal.
At the same time, almost 85% of HNWIs were after
digital interaction for accessing their portfolios,
executing transactions or obtaining advice.
Digital vs. traditional channels –
what is the right balance?
Many still question the importance of digital ca-
pabilities when it comes to wealth management.
But clients simply want information and interaction
through multiple channels. While the actual propor-
tions between digital and traditional channels are
not crucial, the key is to provide both options, and
optimize them in line with the business model and
client expectations. Wealth management industry

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calls it a “hybrid approach” where clients can carry
out various activities via digital channels, but at the
end of the day they can also reach out to a living,
breathing advisor.
Based on our experience, for most of our clients,
the core of the business still lies in the personal
service, with some support from digital tools. We
believetheactualface-to-faceclient-advisorinteraction
is crucial and will continue to be necessary in many
cases. Still, why not digitalize what comes before
and after it? Administration, onboarding, document
completion, reporting, or analytics. These can be
easily digitalized and automated without affecting
the quality and value of the personal interaction
focused on people’s needs and expectations.
Delivering real value, not just average tool
Clients don’t care about all internal limitations of the
digital transformation which usually include legacy
IT systems, data scattered all over, or compliance
and security issues. Instead, they might notice poor
user interfaces and lack of seamless experience,
irrelevant information, inadequate services, or the
lack of timely responses.
The appetite for digitalization is high, the possibi-
lities are there – but in order to give clients the real
value, we should give them access to personalized
content, tailor-made investment ideas, or the option
to reach RMs via a call or secure instant messaging.
Today, rule-based engines might still be enough for
the personalization of next best offers, investment
ideas, content, or research and analytics. But soon,
emerging technologies such as artificial intelligen-
ce or digital analytics will come into play in order to
address client needs. Just like it’s already happening
in other industries.

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Robo-advisors: the future
of wealth management
Artificial intelligence is disrupting the
financial industry at large. Investment
advisory and wealth management are
experiencing this disruption the most.
Enter robo-advisors.
With the Covid-19 pandemic, digital transformation
is certainly the future of the financial services in-
dustry with an already marked increase in remote
engagements, automated services, digital products,
and client behavior. Incorporating such technologies
within the traditional wealth management model
will not only enhance human performances but also
attract new clients.
In recent years, we saw the rise of robo-advisors in
the global market, a class of financial advisors with
moderate to minimal human intervention. By using
algorithms to analyze a client’s profile and delivering
solutions tailored to one’s goals and risk profile, robo-
-advisors are making investing simple and affordable.
They have also opened investment advisory options
to a wider audience at lower costs.
Robo advisors can complement—not threaten—any
bank’s business model and improve customer enga-
gement. According to KPMG’s report, Robo Advising:
Catching Up and Getting Ahead, all types of bank
customers—including millennials—are interested in

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a digital investment experience. Regardless of age,
income, or gender, 75% of bank customers surveyed
by KPMG said they would be likely or somewhat likely
to consider a robo advice service from their bank.
With the rise of wealth-techs posing threat, banks are
now catching up to adopt new approaches to advi-
sory to stay ahead of the game focusing on the flexi-
bility of low-cost services and no minimum balance
requirements, which can be coupled with access to
discretionary portfolio management services and
make the platform attractive to a wide range of inve-
stors within the region. Thus, opening up a wider
market for its wealth management business such as
bank’s retail customers without burdening the rela-
tionship managers.
So how do banks start embracing
the robo technology?
Even with the shifting demographics, a set of tech-
-savvy, wealthy millennials on the rise with time and
cost efficiency at the core of all of their decision
making, investing in stocks and bonds can still be
a daunting proposition.
Hence, banks should first determine the type of
customer relationship they want to foster and define
the relationship customers will have with the bank’s
human financial advisor. Some institutions choose
robo-advisors as a standalone financial adviso-
ry experience for customers while others prefer
hybrid approach with access to human advice when
needed.
Moreover, while defining the strategy and cu-
stomer relationship, bank also has to verify
client’s risk pro-file and investing knowledge –
a quick way to ascertain this would be using an
investor questionnaire.
Other aspect a bank should decide is about the
business and legal structure of its robo advisor
against the desired type of customer relationship.
Once a bank decides to embark on the robo
journey,itisthencrucialtochoosetherightpartnerthat
could yield a robo advisor that serves customers and
cultivates relationships for years to come. The im-
plementation process is demanding and should be
done with experienced vendor with a proven track
record instead of newly established fintech which
may not deliver what the bank expected.

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Innovations – moonshot thinking and
the art of walking the Earth
Part 1: experiences from the
wealth management area
In wealth management, innovations need challen-
gers and ambitious goals. They usually need some
time and patience too. It’s all like putting a ladder
against the Moon. July 20, 1969 was one of those
days which made a world of difference for mankind.
Neil Armstrong has become the first man to walk
the Moon. The success that came seven years after
president Kennedy gave his speech to support the
Apollo program was not the only achievement in
that story.
At the time of the speech, most of technology
needed to get to the Moon didn’t exist. A lot had to be
improved to launch the craft, reach the Moon and get
back safely.
What can we learn from that story 50 years later? And,
is there any analogy between space missions and
innovations in finance? There’s at least one: whenever
we employ “moonshot thinking”, we shouldn’t forget
that until our destination is reached, we need to tread
lightly – on Earth. Hand in hand with our clients.
Let’s look at a few examples:
Number one: robo-advisory. There have been huge
expectations in banking for fast business growth in
this area. The idea was simple – give clients a self-
-directed advice with no human involvement. Fintech
robo-advisors were to shake up the industry. Then
we’ve seen partnerships and acquisitions made by
global fund managers or banks. But recently, many
retail banks have decided to rethink their strategy
for robo.

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The first lesson learned was: before you give
books to people, teach them how to read.
The biggest challenge for robo was not even the
broad client base which investment managers and
fintechs didn’t have. It was the homework banks didn’t
do to help robo grow: educate clients and create a
need for portfolio-based, regular investing. This could
have made robo advisory a commodity – not just an
exclusive or niche product as it happened in
many cases.
But there was a little bit more to the story – a human
touch.
End-to-end self-service investing turned out quite
revolutionary to many clients. The plan that direct
channels will work as usual and meet people’s needs
has not come true fully. Elimination of a human factor
in this process was quite an optimistic concept.
And so, the second lesson was: you
can’t ignore habits and make everyone
100% digital.
It is hard to replace a human each and every time.
Wealth management is where human touch is still
important for many. Hybrid approach became
a solution for that problem.
But a real test came when the industry tried to blend
private with personal. Social or lifestyle data be-
came a new Holy Grail to provide eternal happiness
through personalisation of everything, anywhere and
at any time. At the very beginning, when the banks
tried to dig into personal data, the most important
challenge seemed to be how to capture, analyse and
understand the data. Then the fundamental problems
emerged – regulations and customer resistance to
share everything of their lives.

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The third lesson was: you don’t want
to bite off more than you can chew.
Let’s take an example from other industry. A couple
of years ago one of the retail chains used its custo-
mer consumption patterns to predict life events. One
of them was pregnancy, predicted based on certain
number of goods women were buying. The retailer
started to send coupons for baby items “at the right
time to the right customers”. You can imagine not
every customer was happy… So even if you follow
the law, it doesn’t mean you always act in the best
interest of your customers. What is applicable to the
whole population, doesn’t apply that well for every
single individual.
Several years ago, it was hard to envision doing
banking on your smartphone. Now you cannot
imagine the opposite. When virtual reality (VR) and
augmented reality (AR) technologies were intro-
duced to wealth management, it seemed a way to go.
Sure, VR is helpful: for education, immersive learning,
data presentation or visual guidance. The idea of
a virtual branch office is even more alluring. But
VR at this moment is not necessarily perfect for
complex operations or data filling. Control and
usability it gives are not that great in comparison to
smartphones. So – why would clients use it in the
first place?
Sometimes what looks like a great idea for an inno-
vator is not necessarily great for clients – at least not
so quickly as bankers would like to. Clients and their
habits change slower than we think. So get clients out
of their comfort zone at the right pace. Make them
self-confident and assist them in the process. Think
in advance how clients will use your technology to
make it truly valuable.
And your ladder may just be long enough to reach
the Moon.
The stock market crash caused by Covid-19 pan-
demic reminded volatile nature of investments. Some
truths about risk management and discipline have
not changed at all even if you cannot forsee exact
assets behavior. We gathered some tips that allow
you to keep a cool head when global stock markets
will plummet next time.

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4 essential tips on how to react when
your investment portfolio is falling
Losing money? How you respond now will determine your
investment future for years to come.
Since 2008, most of us have been looking at market indicators for signs of the
next crisis, asking are we there yet? each time indexes hit new highs. But you don’t
need major financial crisis to loose money, do you?
Usually, on regular market conditions you have your ups and downs with your port-
folio. Sometimes you gain, and sometimes you lose. But there are weeks when
things get out of balance and you see only loses everywhere you look.
There is so much you can do about it, but your at that time will determine your
investment future for years to come. Today, we prepared 4 tips on how to react
when your portfolio is falling.

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Figure out where you are
Knowing you have lost 30% of your capital is one
thing, knowing why is another. When all you want is
panic, you should start fixing on what you actually
can do instead. Deep dive in your portfolio analysis to
find the weakest links and positions that saved you
from even bigger fall. Revise your asset allocation
and make sure your assets are still well diversified.
Have an investment advisor? Good – it’s their time to
shine. If they haven’t reached out to you yet, contact
them and work together to know your “new” portfolio
inside-out. Ask for performance reports, statements,
and the advisor’s view on the strategy for the future.
But make no mistake – from now on, until the storm
passes, it is your responsibility to know everything.
Plan your future profits now
On the positive side, this situation may be perfect
to figure out new possibilities. There are guys out
there who make insane amounts of money as we
speak, so why not be one of them, right? Maybe in your
case some cash top-up to your portfolio is a sound
option. But before you go on a buying spree, assess
how far you can go risk-wise to remain within your
capabilities. Has your risk attitude changed lately?
A good rule of thumb is to consider only those invest-
ments which would not make you uncomfortable in
better and in worse times. Nothing ventured, nothing
gained, right?

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Don’t try to outsmart the market
Catching a falling knife is a real thing and you
should be aware of it. Lenny Kravitz sings: “it ain’t
over till it’s over”, and you should have that song on
repeat while investing these days. That being said,
try to back up your bullish decisions with actual
changes in the world. Especially, look for meaningful,
long-term changes. Central bank just launched a huge
QE program? Good. Coronavirus is getting contained
in major economies? Even better. Whatever your buy
signal is, realize the situation may always go south.
Be consistent
The only worse thing you can do in current situation,
apart from doing nothing, is doing everything. For the
sake of your returns, do not become like a leaf in the
wind with your opinions. If you start making reckless
moves, you will start losing your ground before you
even know it. When you have already figured out your
strategy, stick with it as long as you can, but not so
long as to be a lunatic. Having a consistent market
view in today’s situation is super tough, but the market
rewards that attitude. Such consistency will also get
you that internal peace of mind you craved for weeks.
Investing may be exhausting, and you should
realize it would be more like a marathon, not a sprint.
When you run a marathon, you need to be prepared to
the second as well as to the twentieth mile. The only
things which remain unknown are – which
mile is it now?, and – can this be turning into
a 100-mile ultra-run?
To take that investing challenge, it is crucial you
think long-term and not make hasty decisions. Just
like in a marathon, you will be in better and worse
shape with your investments, and perhaps you will
even reach the Wall. If you planned ahead, there is
a good chance you’ll beat it, not hit it. Because you
already know what is behind that wall – it’s green and
smells like success!

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Wealth Management:
Under the overcast sky
If you are in the wealth management business,
eventually some of your clients will face heavy
losses. This is inevitable - and there is only so much
you can do about it.
That does not mean you have no role to play now at
all – quite the opposite! Today, we share with you 5
steps on how to react as an investment advisor when
the markets are plummeting.
Be prepared to take the hit
Your clients lost money because of the markets, but
they will blame you for that. Unfair? Maybe. But it
was you who eventually recommended the products,
and for some of your clients it is the only thing that
matters. There is no point in arguing who is right,
when you have more important things to do. Be pre-
pared to accept your position and focus on solving
the actual problem. Someone may even thank you
for that when this is all over.
Keep your clients informed
Are you happy that some of your customers haven’t
reached out to you yet, despite what has happened
on their accounts? You shouldn’t be. They may have
other, even more important concerns or they’ re just
waiting for you to step in. One thing is for sure –
you have to keep your clients informed, way more
frequently that in the times of peace. Only then will
they have a mild sense of control over the whole

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situation. Notify your clients not only about what
has happened, but also what is going to happen.
Example? Scheduled meetings of central banks,
which may shift market sentiment.
Get closer to your clients
Get closer to them than ever before. Step up and pre-
pare some extra reports and statements which will
make them aware of what exactly has happened to
their portfolios. Instead of meeting them face to face
every quarter try to meet every week or two. And if
face-to-face is impossible these days, use video, so
you could see each other while discussing impor-
tant matters. Also, ask them if they need some extra
help with anything else. When the markets are facing
the next financial crisis, a day feels like a week, so
there is a little chance you will be too much for some.
Actually, your relationship may strengthen from that
situation. “A friend in need is a friend indeed”, right?
Don’t be afraid to say no
Your clients have started working with you probably
because you are an expert in the field, and they are
not. Remind them why you insisted on diversifica-
tion and why it paid out now since it could have been
worse. The difference between an expert and an
amateur in finance reveals itself in situations like the
one we are talking about. Frequently, clients want to
makehastydecisions–closetheirpositionsandwith-
draw the money. Or just the opposite – to increase
the risk and catch a falling knife. Whatever it is, it is
your role to point out the consequences, be confident

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with your stand and strongly convey why they should
revise their initial thoughts. Remember - you are the
last touchpoint between your client and a trade.
Be consistent
It’s hard to stand still when the world is spinning, but
it may be a key to stay professional. Your strategy
for the crisis shouldn’t change five times a week,
because it will confuse your clients. A well-thought
view on the market is an absolute necessity for your
message to be consistent. Take some time or ask
for advice if you feel like it to set up your thoughts
straight. Stick to your assessment, but only for so
long that it is true and doesn’t harm your clients’
money. Only then will your clients believe your
judgment and follow your advice.
It is always darkest before the dawn, and the
situation can and probably will reverse – that is for
sure. As a professional wealth manager, you stand
by your client in financial sickness and health. Just
like after every crisis, there will be winners and lo-
sers. You can become a winner in your field, streng-
thening client-advisor relations and make them
remember that having a great wealth manager is
always invaluable.
The use of artificial intelligence in wealth manage-
ment industry seems to be inevitable. What is more –
it is already happening. However, many people have
a misconception about how artificial intelligence
can actually be used in financial industry. The follo-
wing articles should clear things up and will give you
a fresh look on the usage of AI.

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Why you should expect less from
AI algorithms in finance
Ever since AI entered the financial main-
stream, everyone has been waiting for the
invention of the ultimate investing algorithm.
The truth is, it may never come.
The said algorithm would predict exact product prices
in the future, disrupt financial markets as we know
them, and make regular trading obsolete.
Regardless of whether it’s actually going to
happen, this “waiting mode” amongst investors
actually restrains them from taking advantage
of what AI has to offer today – like solving other,
tangible problems in trading.
You cannot have too much of a good thing –
or can you?
The number of ETFs (exchange-traded funds) has
grown six-fold since 2007. Today, one can invest in
almost 7000 different products of this kind.
Simultaneously, in the last 10 years the number
of mutual funds worldwide grew by 40,000. On top
of that, financial institutions compete in offering their
clients the widest product universe possible. Can you
see the problem?
These days, anyone who prefers to choose products
on their own is overwhelmed with the choice. It

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distracts investors and affects their ROIs. Instead of
looking for new opportunities, we are stuck analy-
sing which product is the right one. We have dozens
of options on how to invest in one industry, and the
choice of the right product has become a problem
of its own.
It’s all relative
Imagine two cars in a car park, just about to start
racing. One of them is fast – can you guess which
one? Sure, you can make assumptions before the
race, but we all know it depends on what is under the
hood. Moreover, “fast” is relative. It would be much
easier to make that guess while the cars are already in
motion, right?
The same goes for racing to get the highest ROI –
it’s about guessing which product is the best, but
that race is already on. Sounds simpler, and from the
perspective of AI algorithms’ predictions, it really is.
Finding the best product to invest in may not be
about getting the best product anytime and any-
-where. It may be about choosing the best one out of
a comparable group. It is something that existing AI
algorithms can cope with and it is within investors’
reach today. It would solve the growing problem of
product choosing, and bring substantial value to
the people.
Algorithms like that have plenty of input data already
available – because that race has been going on for
years. Product quotes, economy indicators, previous
market drop scenarios – it is all there for algorithms
to learn about, assess and adjust to.
AI can be wrong 49% of the times
Just like in blackjack, when you have the right
strategy, what earns you money is the number of
deals you have. In investing, the proper trade
management can bring you solid returns, even if the
AI algorithm you use is not 100% right.
As Peter Lynch said years ago: “In this business, if
you’re good, you’re right six times out of ten. You’re
never going to be right nine times out of ten”.

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That is why it may be a sound option to put some
more trust in AI, even if it is not always right with
the predictions. Instead of waiting for the Holy Grail,
some consistent outcomes should be enough to start
investing with AI and make profits using the
newest technologies.
What are we waiting for?
As investors, there is a good chance we got lazy and
waited too long for a tool to predict the future. If so,
maybe we should take a step back and look around
to see whether AI algorithms can have a softer form.
Like a super-indicator, which can relatively tell you
which product is better. And when you have that, the
race for profits may look completely different for you.

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Can you predict which mutual funds
will do better than others?
It turns out you can.
The number of investment products available for
purchase increases every year. But wide product
selection may create problems, both for the
client and the advisor. The former can get lost in
numerous options and refrain from taking any
action.Thelattermaynotadviseproperly–evenhaving
specific asset allocation in mind – because it is
almost impossible to track every instrument which
meets the initial client’s criteria. Overall, choosing
the right product at the right time can make all the
difference and determine success or failure.
At Comarch, we’ve decided to build an algorithm to
address that issue.
What we were after
We wanted to provide necessary help for clients
and advisors, assuming that some mutual funds
can bring systematic returns in given market
conditions. Depending on a fund’s strategy, methods
of management and product specifics, it may be
a better fit for purchase today, or remain more
promising for the conditions of tomorrow – in
a different environment. In this vein, we decided
to check whether AI-based algorithm can find the
best mutual funds using interconnections hidden
in product prices, macro indicators, market
indexes, FX rates and commodities. The twist was
– we did not try to decode these dependencies but
rather put them to work and see the actual results
in product ranking.

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How we did that
We gathered macro indicators of major global
economies (US, EU, China, Japan, LatAm, India),
commodities prices, FX rates and major indexes
quotations. Then, we employed price history for over
4000 mutual funds traded on NASDAQ. Our goal was
to create a ranking of the funds and determine which
ones would score the highest rate of return in the next
quarter.
To create optimal environment for the algorithm,
we needed to prepare the data we had accumulated
and run a lot of additional analyses (e.g. return and
risk ratios, fund efficiency indicators). Eventually,
we have obtained thousands of market and product
features as input data. The last thing to be done
beforethetrainingbegunwastoeffectivelyreducedata
dimensions using Principal Component Analy-
sis (PCA). Then, we proceeded to examine which
type of AI model would be suitable for our kind of
data series.
What carried the most promise
The most promising results came from the ensemble
machine learning approach. It uses multiple learning
algorithms (dozens best performing AI models in
our case) to obtain a better predictive performance.
Such performance usually cannot be obtained from
any of the constituent learning algorithms alone. The
models required months of tweaks and adjustments
to produce the results we have today. And how we
measured those results?
For the results measurement, we came up with a Top-
-Bottom Analysis. In the analyzed group, we created
a ranking of mutual funds, sorted by the probabili-
ty of achieving the highest rate of return in the next
quarter. Then, we moved 3 months in the future and
checked whether we were right, especially whether
the top 10% was significantly better than the bottom
10% from our ranking.

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To create the most realistic environment, we
measured our results using so called test data, which
is a dataset which the algorithm has never “seen”
before. It guaranteed that such results can be
obtainable in day-to-day operations.
In order to evaluate a mutual fund ability to
outperform its peer groups, our model took
various parameters into account: fund risk and past
performance in different market conditions, return
persistence and repeatability, risk-adjusted
performance ratios as well as systematic risk
related to main market factors. The last one, in
particular, is somewhat vague: information-
driven market movements which are quite
unpredictable, human behavior which is uncerta-
in, adaptive and sometimes repeatable, finally the
fundamental economic laws that should explain
dependencies between economic cycles and as-
set prices in a long run but not always do. We
expected machine learning to tell us more
where the truth was – comments Grzegorz
Prosowicz, Consulting Director for Capital Markets
at Comarch.
What the results were
The actual results for the test dataset went beyond
our expectations. The best results we have achieved
were 78% in Top-Bottom Analysis. It means that in
4 out of 5 cases we can predict which funds would
score a higher rate of return.

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Moreover, the difference in rate of return between
top and bottom funds amounted to 2,99 percentage
points quarterly (12,51 p.p. CAGR). In other words,
advisor choosing products for their client from ava-
ilable product universe for one-year period, could
count on 12,51 percentage points better returns with
the algorithm – no matter how the markets perform.
What’s next?
Imagine having a service of that kind in your
institution. Your advisors would finally get an
effective help with choosing the right products and
become more productive. Your clients would score
higher ROIs and notice the competitive advantage
you provide. Maybe even you could create model or
robo-advisory portfolios automatically… Comarch AI-
-based Ranking Algorithm can have many faces - that
is for sure.
Is the service going to reach a similar success in
every country or circumstances? We are going to find
it out and make it even better – that is what we do.
Is the service ready to launch as cloud API in your
institution or get tested by you in form of proof of
concept? Definitely.

32
Comarch Wealth Management
software for advisors and clients
client
advisor
360° wealth
consolidation
investment
advisory
reporting &
compliance
high productivity
process automatization
robo advistory
mobile investments
For more information, please contact Comarch Financial Services:
finance@comarch.com or fill thae contact form: www.comarch.com/finance/banking/contact
About Comarch
Wealth Management
We’ve built our system to guide advisors and clients to the right investment
decisions, step by step.
No matter how many clients you have, which segment they belong to, or how
experienced your advisors are, you will keep your service at the highest level.
Better yet, it will take you less time than you think. It only takes a glance to have
a full client investment picture - and that means you can give accurate
recommendations within one meeting.
Also, you’ll be much easier to get in touch with. Think client app, online meetings,
shared investment ideas, and more.
But what really counts, is that you’ll find it easier to keep your finger on the pulse.
So whatever changes your clients or the markets may experience, you will be set
and ready for what’s ahead.
This is how relationships grow stronger.

33
About Comarch
Comarch prides itself on being one of the leading software houses in
Europe with over 6000 employees worldwide and thousands successful
projects carried out for the largest international brands. With 20 years’
experience in the industry, Comarch Financial Services, a business sector
within the Comarch Capital Group, specializes in developing sophisticated
software and IT systems for major financial institutions in insurance,
banking and capital markets. Our expertise has gained worldwide recognition
and a significant portfolio of clients among insurers, banks, mutual and
pension funds, brokerage houses and asset management companies
in more than 30 countries.
Comarch Headquarters
al. Jana Pawła II 39 A
31-864 Kraków
Poland
info@comarch.com
Phone: +48 12 646 1000
Fax: +48 12 646 1100

34
Copyright © Comarch 2021. All Rights Reserved.
Contact us
Anna Sacha
Senior Consultant
at Comarch
Dominik Łyżwa
Senior Consultant
at Comarch
Neha Goel
Sales Director
at Comarch,
GCC region
Grzegorz
Prosowicz
Consulting Director –
Capital Markets,
Wealth and Asset
Management
at Comarch
Parida
Leelaniramol
Sales Director
at Comarch,
ASEAN region
Ksenia
Goncharova
BENELUX Sales
Director
Jarek Milewski
Sales Director
at Comarch,
DACH region
Seweryn Bąk
Sales Director
at Comarch,
Nordics region

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