Posts by: Lindsey Allard

Q&A: Building Momentum in EMEA

Dan Cavanaugh, Eagle’s new Head of EMEA, shares his thoughts on the region and Eagle’s continued focus on supporting the diverse client needs.


Q: Alongside your appointment as the Head of the EMEA region, it was also announced that Eagle was separating the management of its EMEA and APAC business lines. Can you discuss some of the catalysts behind this decision?

A: The decision to separate the EMEA and APAC business lines simply reflects the growth we’ve experienced in each of these regions. Particularly in EMEA, sales grew by more than 30% year over year in 2017. The number of new EMEA clients last year was also approximately two to three times higher than what is traditionally considered a strong year of new business growth. And we’ve had an increasing number of existing clients who are interested in extending their Eagle relationships by adding new services or capabilities.

There are several drivers, but we believe the momentum stems from a multipronged approach over the past few years to build awareness in the region and work more closely with local consultants. We’ve also found that growth tends to beget more growth. Client references, especially from some of the large, multinational firms that we work with, have gone a long way to build credibility among fund managers and asset owners who initially may be less familiar with Eagle.

Also, our alignment with our parent company has been invaluable. BNY Mellon has a tremendous presence and reputation globally, which has helped increase Eagle’s opportunities. Beyond collaborating in the ongoing development of our solution set, our relationship with BNY Mellon provides clients a continuum of deployment options as well as value-added functions through either managed services or a fully outsourced solution through BNY Mellon. This is a huge differentiator and has especially resonated in the EMEA region.

Q: It’s only been a short time since you assumed the role as Head of EMEA, but could you highlight some of the key differences between this market and other regions, such as APAC and North America?

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Meet…Sheila Kirby

Eagle’s newest Consulting Lead in Toronto, Sheila Kirby, has spent
her entire career implementing 
investment management and fund
acco
unting systems. Now, she is resolved to help clients who are
considering the tran
sition away from legacy systems.

Tell us a little about your background and what you’ll be focusing on in your role at Eagle?

I’ve spent the last twenty years working on system implementations across the globe. I started in Toronto in 1995. A year later, a two-week trip to the United Kingdom turned into six years working on implementations across Europe. While I was able to return to Canada, I don’t think there has been a week in my professional life where I haven’t been on the road. The experience has been incredible; it’s not just the work that goes into establishing these systems, but I was also able to gain a deep understanding of how clients are using the technology to become more efficient, effective, and solving challenges within their operations. During this time, I built an expertise across fund accounting, reconciliations, operational processing, and client and performance reporting. I’ve also seen firsthand the types of challenges companies face when they embark on a legacy system replacement. My experience working with some of these older systems should prove useful for Eagle clients who are beginning the conversion from legacy systems.

Your entire career has revolved around implementing software and systems for clients. Can you tell us how implementations have changed over the years?

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Sovereign Wealth Funds: Coping with Increased Complexity and Asset Growth

Eagle’s Amit Bharakda examines the reasons why SWFs are putting a greater emphasis on control and transparency when it comes to managing and measuring the performance of their investments.

Amit Bharakda, Regional Head of Business Development, EMEA


The investment landscape for the world’s sovereign wealth funds (SWFs) has changed dramatically in recent years, as assets under management (AUM) have continued to grow steadily. As assets have grown, many have looked to diversify into new asset classes and build their own investment capabilities in-house. At the same time, stakeholder demands have changed, with greater scrutiny on the performance of these funds by governments and civil servants.

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ENGAGE18: Data Governance as a First Step to Transformation

Paul McInnis recaps his ENGAGE18 panel discussion on data management as an agent of change

Paul McInnis, Eagle Business Manager


“If an employee took a sledgehammer to their desk, you wouldn’t sit around and watch, would you?” This was a question posed by one of the ENGAGE18 panelists participating in the panel, “How Data Can Help Transform the Business”. The answer, quite obviously, is that no company would ever treat an asset like that. The point—as the panelist articulated—is that this is effectively how organizations are treating their data when they don’t promote governance or controls that instill data quality.

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ENGAGE18: The Engagement Only Continues

With ENGAGE18 complete, Eagle’s Head of Americas and Chief Client Officer Diane McLoughlin shares the highlights from this year’s client conference

Diane McLoughlin, Head of Americas and Chief Client Officer


Many of our competitors define themselves as a “single solution.” This used to be a point of pride or at least a pithy marketing pitch. In practice, though, it has become clear today that no one single vendor is going to solve all of the challenges facing our industry.

According to research conducted by WatersTechnology and highlighted in the white paper, “The Age of Agile Solutions”, more than 40% of asset managers use ten or more systems, and the majority require at least seven systems to support their front-, middle- and back-offices. Given the pace of change and specialized capabilities required in today’s dynamic landscape, the thought of a closed, monolithic system probably conjures integration headaches.

In contrast to a single-vendor approach, ENGAGE18 represented a celebration of Eagle’s collaborative, client-driven approach. On full display was Eagle’s next-generation open platform as well as our expansive—and rapidly growing—ecosystem of vendor alliances. During our second day keynote presentation, we even announced a new collaboration with Microsoft to deliver a next-generation multi-tenant data management platform on the Azure public cloud. Our event attracted over 575 attendees, including nearly 400 client attendees, representing more than 100 unique organizations that traveled to Boca Raton from five different continents.

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ENGAGE18 Q&A: Becoming a Data Visionary through Eagle Managed ServicesSM

Eagle’s Liz Blake, who will be speaking at ENGAGE18, highlights why forward-thinking asset managers are abandoning an “incremental” approach to data management


Q: Most asset managers have been affected by significant shifts that have occurred across the industry landscape, including the rotation into passive strategies and its impact on fees, the growing regulatory burden, and, of course, the pace of technological change. How have you seen firms deal with these challenges as it relates to their approach to data management?

A: Firms typically pursue one of two possible paths. You have the data “incrementalists,” who are focused on the immediate challenge and are not necessarily looking at the whole picture. They tend to be far more focused on the production and maintenance of data rather than analyzing it. Ultimately, this speaks to the amount of value that the broader organization receives from the data management function. Most financial organizations, before now, have resisted more comprehensive transformations because the evolving backdrop has created a moving target. But given the insatiable demand for data today—driven by growth in the volume, varieties and velocity of data—many organizations are at a point where they need to transform their data management function or fall behind. Otherwise, they may struggle to accommodate AUM growth, launch new products, or even expand into new markets. Organizations today can no longer solve the data explosion by simply adding bodies or by sticking new technology onto old systems. Taking a reactive, piecemeal approach may solve each challenge as it arises and can help delay big decisions, but it comes at the expense of adding more technology debt, creating a more complex operating model, and introducing greater operational risk.

Then you have the true data visionaries, who are willing to step back and reconsider how their organization is positioned to meet new challenges. Those who fit into this category recognize the consequences of poor data quality. And they’re willing to reimagine a more revolutionary, data-inspired operating model that goes beyond simply meeting an immediate need to materially enhance the value of desired outcomes.

Q: That’s interesting. So how do you characterize those firms that would be considered a data visionary?

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