Non Performing Loans (NPL‘s) – how to handle and optimizeLászló Árvai
NPL portfolios across Europe
2.
• Outcome and treatment in the AQR test of ECB
3.
• Relevance for banks‘ equity and P&L account
4.
• Possible solution strategies: restructure, liquidate, sale
5.
• Sale of NPL‘s
6.
• NPL‘s of corporates, real estate and retail
7.
• Most successful recoveries for corporate loans
Preparing and executing a portfolio sales transaction of distressed assets could be an appropriate exit strategy for bad banks or asset resolution companies. Shared challenges and possible solutions of structuring such transactions during the Consumer Debt Sale Conference in November 2015 in Berlin.
NPA - Non Performing Assets by Meka SantoshSantosh Meka
NPA which is gobal problem for the banks with the borrower who they not pay money back to the banks with the given period of time.The silde have been describing toward INDIAN bank. More over it includes the impact, problem, solution and action taken by RBI and Govt of India to solve the issue of NPA.
Non Performing Loans (NPL‘s) – how to handle and optimizeLászló Árvai
NPL portfolios across Europe
2.
• Outcome and treatment in the AQR test of ECB
3.
• Relevance for banks‘ equity and P&L account
4.
• Possible solution strategies: restructure, liquidate, sale
5.
• Sale of NPL‘s
6.
• NPL‘s of corporates, real estate and retail
7.
• Most successful recoveries for corporate loans
Preparing and executing a portfolio sales transaction of distressed assets could be an appropriate exit strategy for bad banks or asset resolution companies. Shared challenges and possible solutions of structuring such transactions during the Consumer Debt Sale Conference in November 2015 in Berlin.
NPA - Non Performing Assets by Meka SantoshSantosh Meka
NPA which is gobal problem for the banks with the borrower who they not pay money back to the banks with the given period of time.The silde have been describing toward INDIAN bank. More over it includes the impact, problem, solution and action taken by RBI and Govt of India to solve the issue of NPA.
In the backdrop of the buzz that Interest Rate Risk in the Banking Book (IRRBB) has generated in the banking industry, Aptivaa is pleased to launch a series of articles providing our perspective on various issues highlighted by our esteemed clients during interactions in the recent months. This post gives an overview of the revised guidelines on IRRBB which has been issued by the Basel Committee, the approaches and the associated challenges in the implementation of IRRBB framework for all internationally active banks.We look forward to your valuable feedback on the current article or the challenges faced by you in IRRBB implementation.
Continuing with our updates on the key aspects of IFRS 9 Implementation, our current post (attached) talks about “Exposure at Default (EAD)” where, possible uses and business interpretation nuances of terms linked to EAD are highlighted. The post enumerates on the computation methods of EAD and the modeling approaches available for each of the methods with key consideration points from Basel and IFRS9 perspectives highlighted in between for the readers.
We look forward to your valuable feedback on the current article or the challenges faced by you in IFRS9 implementation.
IFRS 9 defines “Credit Loss” in terms of “Cash Shortfall” or credit loss estimation through projected cash flow discounting. However, there is little explicit information available as to how “Cash Shortfall” should be computed; should it be computed separately or along with “Expected” default path of the borrower, leading to ambiguity around the subject. IFRS 9 has specifically given inputs on PD estimation however, on LGD there is no such specific directives available. The ambiguity around the subject raises a few questions. The blog explores the limits of current knowledge (theoretical and empirical), and offers some preliminary guidance on such questions.
A powerful presentation on non performing assets which very much influencial when presented before others. Being a law student, I myself created the presentation and presented before the elite authorities which impressed them to a larger extent.
Continuing with our updates on the key aspects of IFRS 9 Implementation, our current post (attached) talks about “IFRS 9 Impairment Solution”. The post aims to provide key insights, which might assist banks’ in selecting a strategic solution that will future-proof the investment towards successful IFRS 9 implementation. The post enumerates on the key desirable features both from functional and technical viewpoints, which a strategic IFRS 9 solution should possess and will benefit our readers to make an important choice.
As the race against time to comply with IFRS 9 guidelines begins, several software solutions are being bandied about as a quick fix solution for automating the entire impairment modelling process. While automating is definitely the way to go in initiatives such as these, the question remains as to whether the software architecture should be of a strategic integrated nature or one that is decoupled and modular. In Aptivaa, we believe the answer to this lies in the 4Rs question: Readiness, Reflectiveness, Redundancy and Regularity.
Commercial credit analysis can introduce a lot of complexities into the banking organization: additional underwriting standards, new financial data to collect and interpret, complex relationships with multiple entities and commingled incomes, additional regulatory focus, etc.
Sageworks Senior Consultant Peter Brown covers some of the basics that come with credit analysis including what data to consider, how to analyze the data, when to introduce benchmarking and automation and other topics.
Continuing with our updates on the key aspects of IFRS 9 Implementation, our current post (attached) talks about “Impairment Modelling in Retail ” where, key challenges are highlighted through questions and different solutions are proposed to address the same. The post attempts to address some key implementation challenges such as; Which approach to follow for analysis of retail portfolios?, What timeframe to consider for estimating lifetime of retail products?, How to link forward looking information with PDs? How to carry out Stage Allocation? And, what are the methods for calculation of ECL for Retail Portfolios?
Apache Camel: The Swiss Army Knife of Open Source Integrationprajods
The Camel project from Apache(camel.apache.org), is a very popular, light weight, open source integration framework.
This presentation shows some interesting features of Camel and the unique advantages that Camel brings to your integration projects. Some business
use cases are shown to explain how Camel makes open source integration a cakewalk.
Table of contents:
1. An overview of Apache Camel
2. Integration architecture explained
3. Using Camel in different integration architectures
3.a. In the Securities domain
3.b. In the Travel domain
4. High Availability and Load Balancing with Camel
Unbundling Of Financial Services: The Blockchain(s) RevolutionGeorge Samuel Samman
This is a deck which talks about blockchain(s) and their use cases, It is based off of some o the best thought in the space and looks at why banking and financial services will be changed.
In the backdrop of the buzz that Interest Rate Risk in the Banking Book (IRRBB) has generated in the banking industry, Aptivaa is pleased to launch a series of articles providing our perspective on various issues highlighted by our esteemed clients during interactions in the recent months. This post gives an overview of the revised guidelines on IRRBB which has been issued by the Basel Committee, the approaches and the associated challenges in the implementation of IRRBB framework for all internationally active banks.We look forward to your valuable feedback on the current article or the challenges faced by you in IRRBB implementation.
Continuing with our updates on the key aspects of IFRS 9 Implementation, our current post (attached) talks about “Exposure at Default (EAD)” where, possible uses and business interpretation nuances of terms linked to EAD are highlighted. The post enumerates on the computation methods of EAD and the modeling approaches available for each of the methods with key consideration points from Basel and IFRS9 perspectives highlighted in between for the readers.
We look forward to your valuable feedback on the current article or the challenges faced by you in IFRS9 implementation.
IFRS 9 defines “Credit Loss” in terms of “Cash Shortfall” or credit loss estimation through projected cash flow discounting. However, there is little explicit information available as to how “Cash Shortfall” should be computed; should it be computed separately or along with “Expected” default path of the borrower, leading to ambiguity around the subject. IFRS 9 has specifically given inputs on PD estimation however, on LGD there is no such specific directives available. The ambiguity around the subject raises a few questions. The blog explores the limits of current knowledge (theoretical and empirical), and offers some preliminary guidance on such questions.
A powerful presentation on non performing assets which very much influencial when presented before others. Being a law student, I myself created the presentation and presented before the elite authorities which impressed them to a larger extent.
Continuing with our updates on the key aspects of IFRS 9 Implementation, our current post (attached) talks about “IFRS 9 Impairment Solution”. The post aims to provide key insights, which might assist banks’ in selecting a strategic solution that will future-proof the investment towards successful IFRS 9 implementation. The post enumerates on the key desirable features both from functional and technical viewpoints, which a strategic IFRS 9 solution should possess and will benefit our readers to make an important choice.
As the race against time to comply with IFRS 9 guidelines begins, several software solutions are being bandied about as a quick fix solution for automating the entire impairment modelling process. While automating is definitely the way to go in initiatives such as these, the question remains as to whether the software architecture should be of a strategic integrated nature or one that is decoupled and modular. In Aptivaa, we believe the answer to this lies in the 4Rs question: Readiness, Reflectiveness, Redundancy and Regularity.
Commercial credit analysis can introduce a lot of complexities into the banking organization: additional underwriting standards, new financial data to collect and interpret, complex relationships with multiple entities and commingled incomes, additional regulatory focus, etc.
Sageworks Senior Consultant Peter Brown covers some of the basics that come with credit analysis including what data to consider, how to analyze the data, when to introduce benchmarking and automation and other topics.
Continuing with our updates on the key aspects of IFRS 9 Implementation, our current post (attached) talks about “Impairment Modelling in Retail ” where, key challenges are highlighted through questions and different solutions are proposed to address the same. The post attempts to address some key implementation challenges such as; Which approach to follow for analysis of retail portfolios?, What timeframe to consider for estimating lifetime of retail products?, How to link forward looking information with PDs? How to carry out Stage Allocation? And, what are the methods for calculation of ECL for Retail Portfolios?
Apache Camel: The Swiss Army Knife of Open Source Integrationprajods
The Camel project from Apache(camel.apache.org), is a very popular, light weight, open source integration framework.
This presentation shows some interesting features of Camel and the unique advantages that Camel brings to your integration projects. Some business
use cases are shown to explain how Camel makes open source integration a cakewalk.
Table of contents:
1. An overview of Apache Camel
2. Integration architecture explained
3. Using Camel in different integration architectures
3.a. In the Securities domain
3.b. In the Travel domain
4. High Availability and Load Balancing with Camel
Unbundling Of Financial Services: The Blockchain(s) RevolutionGeorge Samuel Samman
This is a deck which talks about blockchain(s) and their use cases, It is based off of some o the best thought in the space and looks at why banking and financial services will be changed.
Delivering Large Post-Trade Initiatives: Quality Assurance and Key ChallengesIosif Itkin
Difficulties in coping with functional complexity
experienced by the project team:
• Aligning tests correctly in batches that correspond to events in
the daily life cycle, including multiple days
• Accelerating the daily life cycle to speed up test execution and to cover
Settlement Failure processes in testing within a reasonable timeframe
• Accurately simulating and controlling test inputs from upstream systems
and outputs to downstream systems
• Management of complex Reference Data setup
• Involvement of complex components such as Risk Management
and Collateral Management systems
• Test cycle turnaround time, client certification and test automation
Keynote Speakers:
Alyona Lamash FRM Head of Risk Management Practice, Exactpro Systems
Mark Ryland Financial Markets Technology Consultant, Independent Consulting, United Kingdom
Trading has changed from local to global and so have the processes from paper to Online. The result is change in process from T+3 to T+1 and real time trading and settlement of a trade.
Property & Casualty Commercial Lines Underwriting: The New PlaybookCognizant
P&C commercial lines carriers are experiencing a global transformation that will compel them to reexamine their operating models, implement direct-to-consumer strategies, reengineer their processes and technologies, and achieve and sustain profitable growth in the age of digital.
Mercer Capital's Bank Watch | October 2020 | Low Rates and Tighter NIMs Spur ...Mercer Capital
Brought to you by the Financial Institutions Team of Mercer Capital, this monthly newsletter is focused on bank activity in five U.S. regions. Bank Watch highlights various banking metrics, including public market indicators, M&A market indicators, and key indices of the top financial institutions, providing insight into financial institution valuation issues.
Mercer Capital's Portfolio Valuation: Private Equity and Venture Capital Mark...Mercer Capital
Mercer Capital's Portfolio Valuation: Private Equity and Venture Capital Marks and Trends Newsletter provides a brief digest and commentary of some of the most relevant market trends influencing the fair value regarding private equity portfolio investments.
While security servicing providers have performed well in recent years, they face anemic core growth, shifting client expectations, rising pressure on fees, and the potential for disruption. The COVID-19 pandemic and associated recession will put further pressure on the industry. In response, they must be bold in their planning and approach to service delivery.
The future of the OTC Derivative Market - Eugene stanfieldLászló Árvai
Impact of mandatory central clearing on OTC derivatives
Cost of doing business
Collateral management efficiency
Regulations still to shape how we do business
Mercer Capital's Business Development Companies Quarterly Newsletter | Q1 2015Mercer Capital
"Business development companies are an important and growing source of funding for middle market companies. Along with private equity and other investment funds, BDCs provide billions of dollars of investment capital to private companies in every segment of the economy.
For over thirty years, Mercer Capital has met the valuation needs of the same middle market companies to which BDCs and other funds provide capital.
This quarterly newsletter tracks the financial and stock market performance of the public BDCs."
The information, concepts and analysis contained herein are provided to you on a confidential basis and are
considered proprietary to Global Business Intelligence (GBI). The facts of this Guide are believed to be
correct at the time of publication but cannot be guaranteed. The information herein reflects prevailing market
conditions, listing Sponsor input, and our judgment as of this date, both of which are subject to change. As
such, Global Business Intelligence cannot accept any liability whatsoever for actions taken based on any
information that may subsequently prove to be incorrect.
This Guide is intended as a basis for discussion and thought provoking ideas and does not constitute
recommendations by GBI.
The spring 2017 Insight newsletter from Quantifi, discussing FRTB and whether it is strengthening market risk practices, and whether banks are prepared for the changes it will bring
Similar to Unbundling of costs within Post Trade (20)
Medicines Verification Systems in Europe – a perspective from wholesale distr...László Árvai
The Falsified Medicines Directive and its Delegated Regulation on Safety Features
European Medicines Verification Organisation (EMVO) and the roll-out of National Medicines Verification Systems
GIRP and wholesale distributors perspectives on medicines verification systems
Impact on the actors in the supply chain
Best Practices in the Field of Serialization and Safe Supply Chain László Árvai
GS1 – and global standards • ABC – Argentina, Brasil, China and other countries – what is the world doing beyond Europe? • Serialisation – how and when? • Visibility in the supply chain – reality or myth • Patient Safety and the “Level below the Each”
The transparency of securities financing transactions in the EULászló Árvai
Capital Markets Union (CMU)
•EU capital markets are global
•Considerable progress has been made
•But inefficiencies, legal barriers, insufficient competition remain.
•Markets need to work better for the economy, delivering growth and jobs.
Potential career path between profilesLászló Árvai
Architects
Business
Development
Governance
Group IT - job profiles
Infrastructure
IT Development
IT Operations (development)
IT Service
Management
Management
Project Management
Security
Staff
Test Management
Agenda
Danske Bank IT – A Global Workforce
Career Path project vision and overview
Job profile example
Presentation of speaker
Paradigm shifts of IT Competencies
CSDR Technical Standards and Technical AdviceLászló Árvai
Presentation to explain ESMA’s on-going involvement in the drafting of
the CSDR Level 2 requirements
Outline of ESMA’s role in the Level 2 process
Reference to main stakeholder feedback to the ESMA consultation
papers and the related ESMA responses
Questions
What affects interview
• Overconfidence!
• Biases
- First impressions
- Stereotypes
- Like me/I like you
- Halo/horns
• Poor planning for interview (lack of knowledge of role and/or criteria)
• Poor decision making
• Lack of interviewing skills (questioning, listening, note taking, evaluating)
Why could this presentation be relevant for you?
IF you have: - duplications in your organisation
-unclear processes
-unclear responsibilities Or: - It is not clearly defined, who your internal consumers are - What are the real added value activies? - You do not exactly know how measure the effectiveness?
CHALLENGES FOR A CRO IN A NEARLY GONE CONCERN OPERATING ENVIRONMENTLászló Árvai
Banca Marche is a very typical commercial retail bank, offering a wide range of products and services… … at the end of 2012 (last official figures available)… was among the first 20 Italian banks in terms of total assets (23 bln) had a very high market share in Marche Region (25%, 23% deposits and 20% branches) and about 1% of whole Italian market share (1,0% loans, 0,8% deposits and 1,0% branches)
Are CCPs here to manage risk or instead to cause it?
•Changing environment: security vs capital efficiency
•Diversity killed by regulation?
•CCP default scenario: recovery vs resolution
2
Credit Risk Losses | Real Losses Are they inconsistent?László Árvai
Focusing on:
• Contracting a new deal
• Good and properous customer relationship
• To have nice conversation
• Learn all the needs of his client
• Write a loan application
• Fill in the forms of the system
• Cope with all the compliance „handicaps“
• Analyse the business plan, the forecast, …
The post trade challenges of implementing CSDR settlement discipline: Mandato...László Árvai
What is a buy-in, and how do they work?
What is cash compensation?
The challenges of buy-ins and cash compensation
CSDR Level 1 and mandatory buy-ins
The Level 2 ESMA Consultation Paper: the 3 options for a buy-in mechanism
The challenges with the options
Conclusion (the need to amend the Level 1 text)
CSDR Mandatory Buy-ins
1 . How did we get into this mess
•Ukraine is one of only two countries of the FSU yet to recover to its 1991 level of GDP
–Total reform failure
–Got democracy but Yanukovych was a bad choice
•In the last decade Russia has been transformed into a “normal” country
(albeit with a lot of problems)
100 mln clients 6 countries 70,000 employees
TOP-3 best employers
85% vacancies are closed by internal candidates
TOP-10 best companies for leaders in Russia (2014)
G20 (2009): Strengthen loan loss accounting using broader
range of information aiming at greater stability
IFRS 9: 3S-approach replaces Incurred Loss (IL)-approach
Basel Committee Guidelines: Are claims justified?
higher model quality and backtesting
Macroeconomic projections
Denouncing shortcuts (e.g. 30d past due)
For lack of empirical evidence: Let’s use simulations
Revolving 10Y-loan portfolio, infinitely granular follows Moody’s
US-Corp. migration statistics, transfer S1/2: 3notch downgrade
(papers.ssrn.com/sol3/papers.cfm?abstract_id=2187515
Seminar: Gender Board Diversity through Ownership NetworksGRAPE
Seminar on gender diversity spillovers through ownership networks at FAME|GRAPE. Presenting novel research. Studies in economics and management using econometrics methods.
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
Yes of course, you can easily start mining pi network coin today and sell to legit pi vendors in the United States.
Here the telegram contact of my personal vendor.
@Pi_vendor_247
#pi network #pi coins #legit #passive income
#US
what is the best method to sell pi coins in 2024DOT TECH
The best way to sell your pi coins safely is trading with an exchange..but since pi is not launched in any exchange, and second option is through a VERIFIED pi merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and pioneers and resell them to Investors looking forward to hold massive amounts before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade pi coins with.
@Pi_vendor_247
how to sell pi coins on Bitmart crypto exchangeDOT TECH
Yes. Pi network coins can be exchanged but not on bitmart exchange. Because pi network is still in the enclosed mainnet. The only way pioneers are able to trade pi coins is by reselling the pi coins to pi verified merchants.
A verified merchant is someone who buys pi network coins and resell it to exchanges looking forward to hold till mainnet launch.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
BYD SWOT Analysis and In-Depth Insights 2024.pptxmikemetalprod
Indepth analysis of the BYD 2024
BYD (Build Your Dreams) is a Chinese automaker and battery manufacturer that has snowballed over the past two decades to become a significant player in electric vehicles and global clean energy technology.
This SWOT analysis examines BYD's strengths, weaknesses, opportunities, and threats as it competes in the fast-changing automotive and energy storage industries.
Founded in 1995 and headquartered in Shenzhen, BYD started as a battery company before expanding into automobiles in the early 2000s.
Initially manufacturing gasoline-powered vehicles, BYD focused on plug-in hybrid and fully electric vehicles, leveraging its expertise in battery technology.
Today, BYD is the world’s largest electric vehicle manufacturer, delivering over 1.2 million electric cars globally. The company also produces electric buses, trucks, forklifts, and rail transit.
On the energy side, BYD is a major supplier of rechargeable batteries for cell phones, laptops, electric vehicles, and energy storage systems.
What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the telegram contact of my personal pi merchant to trade with.
Tele-gram.
@Pi_vendor_247
The secret way to sell pi coins effortlessly.DOT TECH
Well as we all know pi isn't launched yet. But you can still sell your pi coins effortlessly because some whales in China are interested in holding massive pi coins. And they are willing to pay good money for it. If you are interested in selling I will leave a contact for you. Just telegram this number below. I sold about 3000 pi coins to him and he paid me immediately.
Telegram: @Pi_vendor_247
how can I sell pi coins after successfully completing KYCDOT TECH
Pi coins is not launched yet in any exchange 💱 this means it's not swappable, the current pi displaying on coin market cap is the iou version of pi. And you can learn all about that on my previous post.
RIGHT NOW THE ONLY WAY you can sell pi coins is through verified pi merchants. A pi merchant is someone who buys pi coins and resell them to exchanges and crypto whales. Looking forward to hold massive quantities of pi coins before the mainnet launch.
This is because pi network is not doing any pre-sale or ico offerings, the only way to get my coins is from buying from miners. So a merchant facilitates the transactions between the miners and these exchanges holding pi.
I and my friends has sold more than 6000 pi coins successfully with this method. I will be happy to share the contact of my personal pi merchant. The one i trade with, if you have your own merchant you can trade with them. For those who are new.
Message: @Pi_vendor_247 on telegram.
I wouldn't advise you selling all percentage of the pi coins. Leave at least a before so its a win win during open mainnet. Have a nice day pioneers ♥️
#kyc #mainnet #picoins #pi #sellpi #piwallet
#pinetwork
The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
how to sell pi coins at high rate quickly.DOT TECH
Where can I sell my pi coins at a high rate.
Pi is not launched yet on any exchange. But one can easily sell his or her pi coins to investors who want to hold pi till mainnet launch.
This means crypto whales want to hold pi. And you can get a good rate for selling pi to them. I will leave the telegram contact of my personal pi vendor below.
A vendor is someone who buys from a miner and resell it to a holder or crypto whale.
Here is the telegram contact of my vendor:
@Pi_vendor_247
1. Rob Scott | 2nd Post Trade Forum & Trade Show | Sep 2015
“Redefining Models & Understanding Competitive Advantage”
Unbundling of costs within Post Trade
2. 1Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
1 Industry Backdrop
2 Leading Independent Research & Conclusions
3 Business Backdrop – Capital Markets
4 Collaboration & Partnership
Contents
3. 2Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
1 Industry Backdrop
2 Leading Independent Research & Conclusions
3 Business Backdrop – Capital Markets
4 Collaboration & Partnership
Converging Factors
Impact of regulatory & Market Forces
Contents
4. 3Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
Front Office View
The market is developing at a
rapid pace. The ability to
recognise your differentiation
and adapt quickly in the cost
profile is becoming both crucial
and critical
This has led to banks’ interests
converging, especially in the
need to rationalise aspects of
business both front and back
which help to ensure cost
savings through the whole
value chain
Market conditions are forcing
banks to redefine their models
and exit unprofitable business
lines. No longer wil banks be
all things to all men, in all
markets and products.
Increased
Regulation
Technology
evolution and
dependencies
Investor
demand
Reduced
leverage
Increased
transparency and
interconnected-
ness
Convergence of
bank value chains
(execution &
post trade)
Convergence Factors in the Market
Emergence
of new risksEmergence of
disruptive
technologies
5. 4Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
Impact of Market & Regulatory Forces on the Industry
The impact on the industry
provides much to think about
for C&M
Many assumptions built into
current planning should be re-
visited to ascertain whether
they remain valid or need to be
reassessed
Given volume is not materially
increasing. Margin
compression and competition
remain constant. The need to
tackle the cost base is the
primary focus of C&M business
lines. Industry trends towards
25-40% overall reduction
Capital, liquidity and Balance
sheet usage is forcing banks to
review their business models.
Demand for products &
services, generating new
revenues
Shift of existing revenue-
generating activities
between participants
Cost reduction efforts
creating revenues for
insourced solution
providers
Increased price
transparency on liquid
instruments
Unbundling of services
like research from
execution / brokerage
Burdensome capital &
funding requirements on
illiquid instruments
Likely growth of agency
models as market-makers
withdraw capacity
Increase in cleared
volumes, and clients
interacting directly with
CCPs, not via clearers IM requirements >$1tn
by 2018; collateral
management critical
Unlocking of dormant
assets held by institutions
& more demand for tri-
party repo
Core custody moves to
utility model; revenues
from trade reporting &
provision of BO services
6. 5Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
1 Industry Backdrop
2 Leading Independent Research & Conclusions
3 Business Backdrop – Capital Markets
4 Collaboration & Partnership
Macro Backdrop research papers
Moving up the value chain
Contents
7. 6Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
External References
References Key relevant findings Found in
McKinsey&
Company
ROE for Core Capital Market Businesses decreases from 20% Pre-
regulation to 7% Post-regulation, but increases to 11-12% Post-Mitigation
McKinsey& Company [2014] in
“Global Corporate and Investment Banking: An
Agenda for a Change” (p. 15)
Oliver Wyman Firms re-aligning business models
Securities Ecosystem in 2013 circa $330bn, $70bn post trading
Pressure on profitability
Capital, Balance-Sheet, liquidity and collateral constraints
Greater transparency
Conduct scrutiny
The Capital Markets Industry
“The Times they are a-changin’”
http://www.oliverwyman.com/content/dam/oliver-
wyman/global/en/files/insights/financial-
services/2015/March/The_Capital_Markets_Indu
stry.pdf
Boston
Consulting
Group (BCG)
ROE in the CMIB industry fell to 11 percent in 2013, a decline of 1
percentage point from the previous year
The industry ROE has not returned to its precrisis levels, and the range of
ROE outcomes for individual institutions has widened
Transaction Banking 2013 revenues of $1trn ($750bn retail, $260bn
wholesale) to double by 2023
Emerging markets to account for 75% of revenues
Boston Consulting Group (BCG) [2014] in
“Global Capital Markets 2014: The Quest for
Revenue Growth” via:
https://www.bcgperspectives.com/content/article
s/financial_institutions_corporate_strategy_portf
olio_management_global_capital_markets_2014
_quest_revenue_growth/?chapter=2
Boston Consulting Group (BCG) [2014] in “What
lies ahead in Transaction Banking? Insights
from the Boston Consulting Group (BCG)”
Pricewaterhouse
Coopers (PWC)
A bank’s share typically trades at 6 to 8 times earnings. In contrast the price-
to-earnings ratio of a processing business is usually more than 20 times.
PricewaterhouseCoopers (PWC) [2009] in
“Transaction banking takes off“ (p. 5)
8. 7Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
“Moving up the value chain”
Leveraging and Optimising Core Infrastructure
The importance of having an
effective integrated strategy
around post trade services is
critical.
Regulation is forcing more of a
“one stop shop” approach as
the inefficiency of having
services dispersed is too
costly. Particularly in terms of
Collateral and liquidity
management
Trade execution
Basic
Research
Post trade Services
Core Investment
Bank
Core Custodian
Key:
Safekeeping
Settlement
Cash
Management
Bespoke
Research
Primary
Markets
Access to IPOs /
Issuances
Hedge Fund
Consultancy
MarginalValueofProvision Capital
Introduction
Core services and potential expansions
Core Custody
Corporate
Actions
Custody
reporting
Custody
Advisory
IRS
Commodities
Credit
FX
Options
Equity
Derivatives
Structured
Products
Post-trade services
Depository /
trustee services
Margin
Financing
Cash FX
(Spot, Fwd)
Cash Equities
Basic Collateral
Management
Middle office
outsourcing
Bonds
Listed derivs
execution
Product Sophistication
Cross-
Product
Margining
OTC clearing
services
Issuing and paying
agent services
DMA
Listed clearing
services
Securities
Lending
Collateral
Transformation
Source: Accenture
9. 8Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
1 Industry Backdrop
2 Leading Independent Research & Conclusions
3 Business Backdrop
4 Collaboration & Partnership
Macro Business summary
Emergence of Credible Providers & Alternatives
Contents
Market & Competitor Landscape Redefinition
10. 9Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
Macro Business Consideration Summary
High Cost Income Ratios
Innovation and Change the Bank budgets challenged
Partnership, Collaboration, Cooperation agreements for success
Declining volumes, continued margin compression
Cost arbitrage of off-shoring exists but largely exploited
Aged Technologies
Inefficient process
Continued regulatory and market change
High fixed costs. Need to move to variable cost models
Chalenged business models
Need for less proprietary
thinking
Fundamental need to drive
costs and inefficiency out of
process
Consider combining or
partnering resource for
success. Ops/IT/Front Office
11. 10Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
Macro Business Considerations
Entrance of non bank firms
with substantial capital
resource
Non business competitive
entrants
Outsourcing prevalent for next
5 years
Importance of Partnerships,
Collaborations, Cooperation
agreements by smaller players
to pool scale
Accenture
WIPRO
IBM
TCS -Bancs
Euroclear
Markit – KYC utility
Goldman Sachs – Colin
(Bilateral Collateral) Clearstream – Alfred
(Bilateral Collateral)
Bank Consortium – (Static
data)
DTCC – (Static Data)
CAPCO - FIS
Emergence of credible service providers to manage the cost challenge
12. 11Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
Market & Competitor Landscape Redefining
During 2014, larger
competitors have tried to
create similar Market Services
businesses by combining a
wider range of services
Custody is often still separate
More competitors have brought
their OTC, ETD and FXPB
businesses together
Agency Derivative Service
(FXPB, ETD, OTC CCP)
Full post trade solution for
platinum clients only
ECLIPSE (Execution, Clearing,
Liquidity & Portfolio Services)
Agency Derivative Service
(FXPB, ETD, OTC CCP)
Full post trade solution for
platinum clients only
Combined OTC & ETD
Investor Services, inc:
ACCE (Agency Clearing,
Collateral Mgt & Execution)
Custody & Fund Services
Financing & PB (HF focus)
Sales
Combined Custody, prime
finance, sec lending, fund
services, ETD & OTC
Exited FX PB
New FXPB players
Collateral & Custody combined
Exited Clearing due to reg. delays
Frozen FX PB
ABN derivatives clearing combined
with NT Custody & Collateral
Service Provider Overview
Recent Market Developments
DB tie up with HP
DTCC-Euroclear
Global Colleteral Ltd
Goldman Sachs utility
for BiLateral Collateral
Barclays outsource
ETD to Sungard
Markit KYC Utility
Imminent
utility/outsourced
annoncments
Banks & OpenGamma
Bilateral Collateral
Outsourcing USD
82.9bn 2013
13. 12Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
Contents
1 Industry Backdrop
2 Leading Independent Research & Conclusions
3 Business Backdrop – Capital Markets
4 Collaboration & Partnership
Old/New Technologies : Key to Success/Path Forward
Ops & Technology Central to Success
Outsourcing considerations
Path for success
14. 13Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
Old Technologies 25 years ago
Core Securities platforms 19-
25_years old
High dependency on manual
processing
Inefficiency in processes and
internal connectivity
15. 14Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
New Technologies
Need for newer, scalable
technologies
Technology the driver and
differentiator of the future
Need for further automation of
processes and increased user
experience
16. 15Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
Old Mobile Technologies
17. 16Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
This is mobile technology today
We live in a digital age. Speed
efficiency, information and
transparency drivers of
success
Most modern day phones today
can perform more processing
than the computers 25 years
ago
We need to adapt and have
ability to be nimble in execution
18. 17Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
Working in true partnership and collaboration. Business & Support groups
Client service models likely to change as more products are integrated together
more as business units redefine themselves
Clear delineation of roles and responsibilities ie, Collateral Mgt
Making client central to how we measure success
Timely response to changing support models. Being nimble and effective in
both our adaptability to change and nimble in our investments
Operations and technology central to success
Considerations
The need to continually challenge ourselves. Automate, proactivity. Willingness
to adapt
Quick identification and acceptance of key differentiation
Ability to move fixed cost into Variable cost models
19. 18Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
Multi platform, Multi operating system support
Pre-Define services and how delivered
Pro-active monitoring and alerting tools
Implementation of latest industry standards and practices
Effective service level management and defined liability regime
Outsourcing Top 10 Considerations
Benefits
Regular and effective management meetings
Skilled Technical staff
Strategic partnerships
Comprehensive Documentation
Achieving significant ROI
20. 19Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
Little support for client leaders
Poor understanding of contract
Client retained team not in place or too small
Client retained teams lack required expertise and skills
Loss of talent coupled with poor knowledge transfer
Outsourcing Top 10 Considerations
Negatives
Inability to meet pent-up demand for services
Post contract processes and decision rights not understood
End user resistance to adopting new processes/technologies
Culture clash client and Service provider
Changes don’t last, people revert, ROI challenges
21. 20Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
In other words
Understanding differentiation,
not delaying redefining cost
base
Ensuring outsourcing is a true
partnership that lives and
evolves over time
Be wary of retaining suitable
experience, expertise and
watch morale
By adopting latest technology
and process, business and
client service can be
transformed.
Timeline
Continuity
Liability /penalty
regime
Relationship client
and provider
Process familiarity
What is the real
cost
Be careful to understand…………
Morale
prioritisiation
Control
22. 21Rob Scott | 6th Annual Ops & BO Excellence in Bkg Summit | March 2015
The Path Forward
How Post Trade will become a “Business As Usual”, integral part of the bank
Understanding
Clients
Understand
differentiation
Cooperation
Agreements
Partnerships
Leveraging
what we have
Collaborations
Transforming
from a service
to a business
Remain
competative
through cost
control