Monthly Archives: October 2015

Meet… Diane McLoughlin

diane_picEagle Investment Systems’ Chief Client Officer discusses her recent appointment at Eagle and how the new executive position was designed with clients in mind

Q. You were recently named the Chief Client Officer, or CCO, at Eagle. As this is a unique position in Fintech, can you provide some color as to what this role entails?

A. We created this role with the objective of building upon our traditional client focus at Eagle. All of our client-facing teams now reside under the CCO, including North American Sales, Product Management, Global Marketing and Relationship Management (RM). In bringing these teams together within a larger group, we’re able to ensure there’s consistency between all of the client touch points. We also felt that by aligning these groups, we can make sure that the client is heard clearly across Eagle and that their needs remain at the forefront of everything we do. We believe that by more closely integrating these teams, our clients can realize even more value through all of our solutions, across data management, accounting and performance measurement.

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LDI Strategies, Back in Vogue, Require Technology and Data Underpinning

Joel Kornblum, Managing Director


As liability-driven investment strategies move to the forefront, capabilities in measuring performance and risk can make or break these initiatives

For much of 2015, The CBOE Volatility Index (VIX Index) has resided near historic lows, reflecting a level of complacency among market watchers who had grown accustomed to an accommodating Fed policy and more than five years of nearly uninterrupted growth in U.S. equities. At the end of August, however, investors snapped to attention as volatility ratcheted up significantly and the VIX, also known as the “fear index,” logged its largest-ever weekly increase. For plan sponsors, particularly those managing defined benefit plans or insurance assets, the re-introduction of volatility offered a timely reminder to the value of liability-driven investment (LDI) strategies.

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Superannuation Funds Turn to Technology to get Ahead of the Pack

Marc Rubenfeld, CIPM, Head of Eagle Solutions EMEA/APAC


At the recent Superannuation Fund Back Office Forum in Sydney that I chaired, a number of recurrent themes surfaced that highlighted just how rapidly the superannuation market is growing and evolving. As the event’s experts and speakers highlighted, technology is central to enabling that growth and a bifurcation is beginning to take shape distinguishing those firms that can make the best use of it and those that cannot.

While a number of technology-driven trends are shaping activity, we’ve identified the three that we feel are the most important.

Building In-House Investment Teams
Historically, superannuation funds have typically outsourced the management of their investments to external fund managers. However, as funds continue to grow their AUM and reduce their fees and costs, more are looking to develop their own in-house investment capabilities and are now building their own internal teams to manage certain strategies or asset classes.

In order to do this, firms need to expand their technological capabilities with the corresponding front- and middle-office tools needed to support the activities of their investment team.

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Building the Business Case for Governance

Paul McInnis, Head of Enterprise Data Management, Data Management


When it comes to making the business case for data governance, Jim Stitt, Head of Data Management at RBC Global Asset Management, likens the exercise to measuring the ROI of keeping the home garage organized. Yes, there’s real value in doing so, but he asks, “How do you measure [the value of] the holiday decorations being where you expect them to be or the right tool is readily available?”

Stitt, participating in a recent webinar hosted by WatersTechnology and sponsored by Eagle, highlights one of the larger challenges when it comes to initiating a data governance strategy. While most executives recognize the necessity for clean, accurate and timely data—and, importantly, they acknowledge the role of a formalized and systematic strategy—making the case to senior leadership or gaining buy-in across the various business functions of a global enterprise can be a daunting task.

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