With ever-evolving changes in reporting and regulation requirements, clients, fund managers and counterparties need a reconciliation solution that provides them with a streamlined process for better security and control through the use of automation and 24/7 service. Read More
Fund operating models have typically been categorized into two separate formats: fully outsourced or controlled in-house. However, with the advent of digital-first service providers and advancements in automation and technology, managers can now take a blended approach, striking just the right balance between in-house and outsourcing.
Before making a change, the asset manager or operations professional should identify their in-house capabilities and what they can deliver at the current moment. The remaining expertise can be leveraged from an outsourcing partner, making the life of the internal personnel less burdensome.
The COVID-19 pandemic has forced many organizations to reevaluate their business structures through both an internal and external lens in the new all-remote work environment. According to a recent IVP survey of leading alternative funds, 23% of managers claimed that they would be shifting their staff to a permanent work-from-home model in the post-pandemic world. This has not only placed an immense burden on managers but their teams as well, forcing many to make crucial decisions that may have a lasting impact on company culture, hiring processes and operations. In order to continue operating efficiently in the new environment, managers must seek to tackle key issues such as: Read More
The decentralized operating environment facing managers during this crisis has further underscored the importance of executing or accelerating a digital transformation of their core operating processes. As managers shift from the triage of remote working challenges to establishing operational continuity, many are quickly deploying the “Asset Manager’s Playbook,” to stay ahead of the next phase in the COVID-19 crisis.
Over the past few years, we have seen the middle-office landscape shift drastically as it responded to the evolution of best practices, improved institutional due diligence requirements and expansion of alternative products and strategies. As managers now navigate remote working environments, these factors are further amplified, resulting in fragmented firm-wide communications and high fixed costs.