Achieving investment operations automation, part two

By KC Hong

Glass box 04

Workarounds may be viable in low-volume operations where risks and overhead costs are more easily managed. That’s increasingly the exception today, however. Market activity is fragmented across geographies, asset classes, and fund types. Clients demand greater transparency. Regulators keep issuing new mandates. Basic jurisdictional rules and fund accounting methods must be accommodated with precision. Firms that want to be competitive and grow in this more complex environment need the scalability and flexibility that automation brings to streamline their operations. Continue reading

Achieving investment operations automation, part one

By KC Hong

Glass Box 01

Investment management operations must constantly adjust to a changing environment – and these days, that’s not easy. It’s a challenge to keep up with escalating transaction and asset volumes, new fund types and instruments, evolving regulation and tax rules, and more exacting servicing agreements. Continue reading

Out-of-date methods and manual processes are slowing you down

By Dianna Tokic Farkas

If it’s not broken, why fix it? Without even realizing it, many of us waste time during the workday. Out-of-date methods and manual processes tie up time, efforts, and budgets. Many tasks could be easily automated and further optimized. Yet, you are stuck in inefficiency because you may not be aware of the options available. Ask yourself, “Is there a better, easier, more efficient way for me to handle the different areas in my finance department? What if my needs were offered by one provider and one single point of contact?”

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The challenge of complexity:  Unit pricing, part 5

By Michelle Leung

Unit pricing presents high operational risk, especially when manual processes are involved. The increased complexity of fund-of-funds structures, cross-country assets, multiple valuation points, and increasingly exotic assets, coupled with stricter enforcement of global regulatory compliance, adds to these risks.

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All systems go! Attending IASA 2017

By Jen Molgano

Amidst 1,000 attendees and key players in the insurance space, we were thrilled to showcase the SS&C booth, catch-up with our clients, and meet new people at IASA 2017. We had an enjoyable, busy three days at the event—hosting a raffle for two tickets to Universal Studios, leading two vendor connect tours, moderating the Chief Investment Officer Roundtable, and kicking off our insurance survey.

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The challenge of complexity: The impact of corporate actions processing, part 3

By Tongjai Lertphaisan

Do you regularly miss deadlines? Are your systems manual and error-prone? Are you looking for ways to improve your firm’s corporate action processing?

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Automate your work order request process

By: Mark Ziemba

Taking work order requests and follow-up phone calls from tenants to see if those requests have been completed can be time-consuming and a hassle. Would you like to efficiently automate dispatching those work orders,the accounts receivable/billing process to tenants, and the accounts payable process with vendors?

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Analyze the Purpose Behind the Processes of Property Management

By: Mat Burnside

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How often in business do we see bad habits or inefficient processes passed from one generation of employee to another without understanding if it’s still pertinent? When I think about my aunt trimming the ends off a roast without questioning, “why?”, I reflect on one of my favorite quotes: “The problem with certainty is that it is static; it can do little but endlessly reassert itself. Uncertainty, by contrast, is full of unknowns, possibilities, and risks.” – Stephen Batchelor, Confession of a Buddhist Atheist
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How to Gain Greater Transparency into Your Cash Position

By: John Hansen

Cash Flow Business Finance Concept

The need to provide timely and accurate information across an entire organization can be difficult and resource-consuming. The challenges are many: business units may have different sources and uses of funds, they may be separated geographically or by differing reporting structures, or there may not be a standard mechanism in place by which this information can be easily disseminated within the organization.    
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