About Eagle

Eagle’s Canadian Client User Group Grows Roots

The launch of the Canadian Client User Group, coupled with our attentive participation, underscores Eagle’s collaborative approach to addressing evolving business needs


Rashmi Patel,  Relationship Manager – Canada

Those who read Walter Isaacson’s biography of Steve Jobs will realize that while Jobs may have had a singular personality, he was perhaps one of the biggest champions of the collaborative approach in creating integrated solutions. In fact, he was such an advocate that when he assumed the lead of Pixar he went so far as to redesign the office to facilitate unplanned encounters, all in the name of promoting an exchange of ideas across the business. Collaboration also drives everything at Eagle. But unlike Jobs, who is often cited as saying “It isn’t the consumer’s job to know what they want,” Eagle has sought to bring our clients directly into the creative process. In financial services we believe this approach is quite necessary to stay ahead of the evolving business needs in such a complex and dynamic industry. While this collaboration can take many forms, the recent launch of a client user group in Canada highlights both the role of the client in advancing our solution set as well as the enthusiasm it has created in our organization.

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FINcastle’s CEO Bevin Crodian Shares Thoughts in a blog contribution titled
Fiduciary Rule Highlights
Data Deficiencies

Bevin Crodian, CEO, FINcastle Consulting

The US Department of Labor (DOL) Fiduciary Rule, likely out in a few weeks, will impose new restrictions on a large number of financial professionals who handle IRAs and 401(k) accounts. This will pose another issue for asset managers: the absence of data transparency. In targeting private wealth managers, the regulators have put in their cross-hairs a segment of the financial services community that potentially has neither the existing infrastructure nor the IT resources to meet the data management demands of heightened oversight. As such, it’s not out of the realm of possibility that the DOL Fiduciary Rule will translate into a need for increased transparency and thus more work on the part of the fund managers, service providers and institutions that sell into the private wealth market and count these firms as valued clients.

Traditionally, data issues for private wealth companies center on the challenge of delivering comprehensive and meaningful client reports. But the larger demands of overarching data accessibility often get much less attention. Such neglect may not be an option in the future. Calls for improved business command and control as well as regulatory requirements will force the retrieval of increasingly complex reports to satisfy client, business and regulatory demands.

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Meet… Electra Govoni

electraEagle Investment Systems’ Strategic Project Manager, Electra Govoni, discusses her role as part of Eagle’s Diversity Council and the Women’s Initiative Network as well as how these efforts feed into Eagle’s innovative culture.

Q: You’ve been with Eagle for a decade now and serve as the chair of Eagle’s Diversity Council and the Women’s Initiative Network. Over that time, how have you seen the organization evolve as it relates to diversity?

A: It’s interesting because we’ve really matured as an organization overall, having grown from a tech startup when the company was founded to now representing a key part of BNY Mellon Technology Solutions. There are things that you really love that come with being part of a startup, particularly the innovation and creativity that define the culture. At the same time, the stability that comes with consistent and steady growth allows you to do a lot of different things as an organization that you couldn’t do otherwise. Still, there are challenges that every company faces as they mature. For instance, to maintain a truly innovative culture, you have to build an infrastructure to support that environment as you grow. Similarly, you have to implement processes that allow you to maintain the creativity that helped fuel your growth in the first place. The diversity program here at Eagle is a critical component in keeping that creative culture in place. It helps ensure that we’re bringing together people with different backgrounds and perspectives, all aligned towards helping our clients’ solve their business needs.

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Innovation: A Catalyst
for Collaboration

Mal Cullen, Chief Executive Officer

bulbThis past November, with little fanfare, MIT’s Sloan School of Management introduced a new course focusing on financial technology applications. With the aim of exploring how technology can improve areas such as consumer finance, payments and trading, this is the very first graduate-level course to focus on FinTech in the US. In a sense, it also marks a new era for financial services in general, one perhaps long overdue, in which the market embraces disruptive technologies and their ability to advance financial services. Institutions either embrace technology or risk being left behind.

Consider just how much capital is pouring into the sector, all with an eye on automating, digitizing and optimizing financial services. In the third quarter of 2015, $4.85 billion in investment funding flowed to venture-capital-backed FinTech companies, according to research firm CB Insights. This eclipses the total funding dedicated to the segment in all of 2010 and 2011 combined. In the past two years, FinTech startups have attracted more than $16 billion.

Make no mistake, the future is already here—it is just not as evenly distributed as many in the sector might like. For instance, advances such as blockchain technology and the ongoing evolution of big data promise to irreversibly change the industry. The question then becomes not what the future holds but how will current business models adapt to harness and profit from these developments. Yet, while most other sectors fear disruption, the innovation that ensues in financial services will more likely serve as a catalyst for collaboration between incumbents and startups.

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Meet… Darcie James-Maxwell

darciEagle Investment Systems’ Head of Relationship Management – Canada, who oversees the Global Client Experience Team, discusses the key initiatives that have been in focus following Eagle’s most recent client survey

Q. It’s been a year since Eagle conducted a survey of global clients. Could you discuss some of the findings that came out of it?
A. Initially, when we reached out to our client base we were hoping to gain a more thorough understanding of how they felt about the experience of being an Eagle client. The survey provided great feedback, as we were able to get a better sense of the value clients get out of their Eagle solution as well as what really works as part of our service model. We also came away with a better understanding around their different needs, particularly from newer clients when it comes to the transition from implementation to production. One key takeaway was that we could help clients better navigate our solution at the beginning of the relationship.

It’s been roughly a year now since the survey, and since then, we’ve created a team entirely dedicated to the client experience. As part of this initiative, we identified a few areas of focus in particular, including knowledge management and client interaction. Within these areas, we have launched several projects, all with the goal of continually enhancing the client experience.

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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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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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