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A transformational journey of five phases for the office of finance

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A transformational journey of five phases for the office of finance

How Laing O’Rourke streamlined its financial processes by replacing multiple legacy systems with a single corporate performance management solution 

By Rupert Madath, Delivery Services Director, EOH UK

Rupert Madath

Rupert Madath

With locations in the UK, Australia, Hong Kong, Canada and the Middle East and 15,000+ employees, Laing O’Rourke is a client-centric organisation that designs and delivers complex engineering and construction solutions for customers across a broad spectrum of project types in the building, infrastructure and natural resources sectors.

Prestigious projects include London 2012 Olympic Park, Heathrow Terminal 5, Hinkley Point C, The Leadenhall Building (Cheesegrater), Australia Pacific LNG Facilities, Al Raha Beach in Dubai, Liverpool Street Crossrail station and Hong Kong Mass Transit Rail.

Time for change

For years Laing O’Rourke (LOR) had been managing its group financial consolidation with PwC’s CLIME system but, in 2011,it was felt that thiswas aging and unstable and not keeping up with the demands for speed and scalability that the finance team needed. LOR was over-relying on Excel to complete critical business processes that required a lot of manual interaction. The system was also slow and cumbersome when responding to business changes and offered limited reporting and analytics capabilities. Last but not least, the old system worked in GBP only rather than multicurrency and did not include an inter-company reconciliation tool.

LOR decided that the company’s consolidation system needed an upgrade and embarked on a journey that would transform how the finance team analyse and report data.

What started as a simultaneous statutory and group management consolidation implementation developed into five distinct project phases over the course of a transformational six-year period.

In August 2011, LOR settled on the need for a single system to manage all its existing and anticipated financial consolidation and forecasting needs.

“The finance team wanted a consolidation system that would also be a strategic planning, advanced reporting and analytics tool that would facilitate faster access to data and make financial processes more efficient. We wanted both management and users to feel they could fully trust the data and processes,” said Graham Pattison, LOR’s FP&A Systems Manager.

LOR’s goal was to achieve refined financial processes as part of a phased implementation.

The solution – a technology-led financial transformation journey of five phases

Once requirements were agreed, the finance team began looking at solutions offered by corporate performance management suppliers and, following an exhaustive competitive tender with Tier 1 consolidation vendors, selected CCH Tagetik’s CPM system.

“CCH Tagetik’s key selling point was that its CPM solution is extremely user friendly and flexible enough to provide consolidation, budgeting, forecasting and bespoke solutions using out of the box functionality,” said Pattison. “We also wanted a system that could deal with complex solutions with simplicity and that finance could maintain and support without continuous reliance on IT and consultants.”

Once the vendor had been selected, LOR needed an implementation partner and EOH demonstrated the technology expertise, consulting and knowledge transfer skills LOR was looking for.

Phase 1 – Statutory and group management consolidation

LOR has two distinct consolidations: an annual, statutory consolidation of legal entities that produces consolidated group statutory accounts, and a group management consolidation that simultaneously looks at actuals and forecasting. As part of LOR’s statutory process, the two consolidations need to be reconciled at year-end.

“We kicked off the more complicated management accounting project in November 2011 and went live in May 2012. While we were about two thirds of the way through, we began incorporating the statutory accounting phase. That took 6 to 7 weeks to implement which allowed us to be ready for our March 2012 year-end.”

The LOR finance team configured the entire statutory accounting phase with EOH guiding and advising them.

The management accounting process needed more design input from the implementation partner to support LOR’s specific requirements. LOR had a number of ‘laingorourkeisms’ where things are reported in a way that requires bespoke design.LOR worked collaboratively with the vendor and implementation partner to find solutions.

Phase 2 – Streamlined tax calculation process

In March 2013, the journey continued with the financial tax pack implementation.

LOR wanted to streamline its existing tax calculation and submission process and for the tax numbers to automatically feed into group consolidation sitting in the CPM platform.

“EOH incorporated tax submissions into the statutory consolidation by integrating a bespoke Excel pack into the CPM statutory application.Prior to year-end, the tax team input bespoke tax data directly into CCH Tagetik.  At year end, the pack combines the statutory consolidation and tax data, calculates the tax entries and posts the outputs directly back into the statutory consolidation,” continued Pattison. “The CPM solution process portal caters for submission and lockdown for accounting and tax separately. The CPM platform emails the tax team to inform them when an accountant has performed a late adjustment which ensures that accounting and tax are in sync and provides significant efficiencies”.

Phase 3 – Long-term contract forecasting

In January 2015 LOR completed working on yet another bespoke application, long-term contract forecasting.

“We are a long-term contracting business and have to forecast costs and calculate margin at any given point in the contract life.Until then,LOR had used an old SAP BW solution that we no longer had the in-house skills to manipulate properly. Our implementation partner helped us build a whole new contract forecasting system within the CPM solution. The long-term contract data application now feeds the management accounts application so that everything sits in one single solution.”

The long-term contract forecasting project not only replaced legacy systems; it also enabled LOR to automatically extract its financial data from CCH Tagetikand utilise it within the Data Warehouse and other external reporting solutions for non-CCH Tagetik users on a timely basis.

Phase 4 – Budgeting

LOR’s management accounts consist of a monthly 5-year forecast that is compared to the previous forecast every month. But the company also wanted to start collecting separate fixed budget versions that they could also use for comparison. In March 2017 the finance team decided to create an additional data entry process to collect the budgets on the same basis as the management accounts. “This project was incredibly straight forward because this functionality was out-of-the-box within the CPM solution. Something that could have taken six months was achieved in six weeks instead, with the majority of the effort being collaborative LOR and the implementation partner’s design work and testing.”

Phase 5 – Cash flow planning/liquidity forecasting

This is an ongoing phase which will allow the company to efficiently manage short term liquidity by forecasting and analysing direct cash flows. Pattison expects the project to be finalised by mid-2018, it’s just a matter of final testing, UAT and roll-out.

Business impact

Since deploying CCH Tagetik with EOH, LOR financial processes are much more streamlined. “We previously needed accountants to do tasks that are now performed by the CPM solution. Currently the team can focus on more value-added activities like better analytics and decision-making – and everyone has increased confidence in reporting and analysis.”

LOR’s finance team are far less reliant on IT and consultants, which means they are much more reactive to business change. The team can analyse a piece of information in a heartbeat whereas before it could take days.

“Reflecting on the different projects, the financial and management accounts were really about replacing and improving existing systems but the new tax process and long-term contract forecasting are where the major added value is seen. The projects resulted in significant effort reduction and improved the decision-making process making a real difference to LOR’s business”.

The tax pack project changed complicated, risky, resource intensive procedures into a click of a button that allowed the team to focus on tax management rather than the process itself. It also guarantees that robustness LOR wanted and needed.

What’s next?

LOR’s finance team has a number of other operational projects to implement in the future, the collection of non-financial data being one of them. The team also wants to incorporate individual subsidiary statutory accounts into the CPM solution that can cater for any differences to the group consolidation. EOH consultants will be key partners in these future phases because they know LOR’s processes inside-out and are best placed to add real value to the ongoing development.

Conclusion

LOR’s finance team couldn’t do what they do now with their old systems. And having an implementation partner who understands exactly what you want from the start and who recognises the context in which you are trying to implement is key as it will keep the total cost of ownership low and enable self-sufficiency. This is crucial as it allows rather complicated solutions to be implemented straight-forwardly by finance people without the need to hire expensive IT consultants.

It’s been a long, transformative journey that has helped LOR become more visionary with the use of technology. And it’s left LOR wanting for more, keen to learn what else they can do with the CPM system.

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Lockdown 2.0 – Here’s how to be the best-looking person in the virtual room

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Lockdown 2.0 – Here's how to be the best-looking person in the virtual room 1

By Jeff Carlson, author of The Photographer’s Guide to Luminar 4 and Take Control of Your Digital Photos

suggests “the product you’re creating is not the camera, the lens or a webcam’s clever industrial design. It’s the subject, you, which is just on e part of the entire image they see. You want that image to convey quality, not convenience.”

Technology experts at Reincubate saw an opportunity in the rise of remote-working video calls and developed the app, Camo, to improve the video quality of our webcam calls. As part of this, they consulted the digital photography expert and author, Jeff Carlson, to reveal how we can look our best online. 

It’s clear by now that COVID-19 has normalised remote working, but as part of this the importance of video calls has risen exponentially. While we’re all used to seeing the more casual sides of our colleagues (t-shirt and shorts, anyone?), poor webcam quality is slightly less forgivable.

But how can we improve how we look on video? We consulted Jeff Carlson for some top tips– here is what he had to say.

  1. Improve the picture quality of your call

The better your camera, the higher quality your webcam calls will be. Most webcams (as well as currently being hard to get hold of and expensive), are subpar. A DSLR setup will give you the best picture, but will cost $1,500+. You can also use your iPhone’s amazing camera as a webcam, using the new app from Reincubate, Camo.

Jeff’s comments “The iPhone’s camera system features dedicated coprocessors for evaluating and adjusting the image in real time. Apple has put a tremendous amount of work into its imaging software as a way to compensate for the necessarily small camera sensors. Although it all works in service of creating stills and video, you get the same benefits when using the iPhone as a webcam.”

Aidan Fitzpatrick, CEO of Reincubate explains why the team created Camo, “Earlier this year our team moved to working remotely, and in video calls everyone looked pretty bad, irrespective of whether they were on built-in Mac webcams or third-party ones. Thus began my journey to build Camo: an iPhone has one of the world’s best cameras in it, so could we make it work as a webcam? Category-leading webcams are noticeably worse than an iPhone 7. This makes sense: six weeks of Apple’s R&D spend tops Logitech’s annual gross revenue.”

  1. Place your camera at eye level

A video call will never quite be the same as a face-to-face conversation, but bringing your camera up to eye level is a good place to start. That can involve putting your laptop on a stand or pile of books, mounting a webcam to the top of your display screen, or even using a tripod to get the perfect position.

Jeff points out, “If the camera is looking down on you, you’ll appear minimized in the frame; if it’s looking up, you’re inviting people to focus on your chin, neck, or nostrils. Most important, positioning the camera off your eye level is a distraction. Look them in the eye, even if they’re miles or continents away.

Lockdown 2.0 – Here's how to be the best-looking person in the virtual room 2

Low camera placement from a MacBook

  1. Make the most of natural lighting

Be aware of the lighting in the room and move yourself to face natural lighting if you can. Positioning the camera so any natural light is behind you takes the light away from your face, which can make it harder to see and read expressions on a call.

Jeff Carlson’s top tip: “If the light from outside is too harsh, diffuse it and create softer shadows by tacking up a white sheet or a stand-alone diffuser over the window.” 

Lockdown 2.0 – Here's how to be the best-looking person in the virtual room 3Lockdown 2.0 – Here's how to be the best-looking person in the virtual room 4

Backlit against a window Facing natural light

  1. Use supplementary lighting like ring lights

The downside to natural lighting is that you’re at the mercy of the elements: if it’s too bright you’ll have the sun in your eyes, if it’s too dark you won’t be well lit.

Jeff recommends adding supplementary lighting if you’re looking to really enhance your video calls. After all, it looks like remote working will be carrying on for quite some time.

“The light can be just as easy as a household or inexpensive work light. Angle the light so it’s bouncing off a wall or the ceiling, depending on your work area, which, again, diffuses the light and makes it more flattering.

Or, for a little money, use a softbox or a shoot-through umbrella with daylight bulbs (5500K temperature), or if space is tight, LED panels. Larger lights are better for distributing illumination– don’t be afraid to get them in close to you. Placement depends on the look you’re going after; start by positioning one at a 45-degree angle in front and to the side of you, which lights most of your face while retaining nice shadow detail.” 

In some cases, a ring light may work best. LEDs are arranged in a circle, with space in the middle to put the camera’s lens and get direct illumination from the direction of the camera.

  1. Centre yourself in the frame

Make sure you’re getting the right angle and that you’re using the frame effectively.

“You should aim for people to see your head and part of your torso, not all the space between your hair and the ceiling. Leave a little space above your head so it’s not cut off, but not enough that someone’s eyes are going to drift there.”

  1. Be mindful of your backdrop

It’s not always easy to get the quiet space needed for video calls when working from home, but try as best you can to remove anything too distracting from your background.

“Get rid of clutter or anything that’s distracting or unprofessional, because you can bet that will be the second thing the viewers notice after they see you. (The Twitter account @RateMySkypeRoom is an amusing ongoing commentary on the environments people on television are connecting from.)”

A busy background as seen by a webcam

  1. Make the most of virtual backgrounds

If you’re really struggling with finding a background that looks professional, try using a virtual background.

Jeff suggests: “Some apps can identify your presence in the scene and create a live mask that enables you to use an entirely different image to cover the background. While it’s a fun feature, the quality of the masking is still rudimentary, even with a green screen background that makes this sort of keying more accurate.”

  1. Be aware of your audio settings

Our laptop webcams, cameras, and mobile phones all include microphones, but if it’s at all possible, use a separate microphone instead.

“That can be an inexpensive lavalier mic, a USB microphone, or a set of iPhone earbuds. You can also get wireless lavalier models if you’re moving around during a call, such as presenting at a whiteboard in the camera’s field of view.

The idea is to get the microphone closer to your mouth so it’s recording what you say, not other sounds or echoes in the room. If you type during meetings, mount the mic on an arm instead of resting it on the same surface as your keyboard.”

  1. Be wary of video app add-ons

Video apps like Zoom include a ‘Touch up your appearance’ option in the Video settings. This applies a skin-smoothing filter to your face, but more often than not, the end result looks artificially blurry instead of smooth.

“Zoom also includes settings for suppressing persistent and intermittent background noise, and echo cancellation. They’re all set to Auto by default, but you can choose how aggressive or not the feature is.”

  1. Be the best looking person in the virtual room

What’s important to remember about video calls at this point in time is that most people are new to what is, really, personal broadcasting. That means you can easily get an edge, just by adopting a few suggestions in this article. When your video and audio quality improves, people will take notice.

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Bringing finance into the 21st Century – How COVID and collaboration are catalysing digital transformation

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Bringing finance into the 21st Century – How COVID and collaboration are catalysing digital transformation 5

By Keith Phillips, CEO of TISATech

If just six or seven months ago someone had told you that in a matter of weeks people around the world would be locked down in their homes, trying to navigate modern work systems from a prehistoric laptop, bickering with family over who’s hogging the Wi-Fi, migrating online to manage all financial services digitally, all while washing their hands every five minutes in fear of a global pandemic… You’d think they had lost their mind. But this very quickly became the reality for huge swathes of the world and we’re about to go through that all over again as the UK government has asked that those who can work from home should.

Unsurprisingly, statistics show that lockdown restrictions introduced by the UK government in March, led to a sharp increase in people adopting digital services. Banks encouraged its customers to log onto online banking, as they limited (and eventually halted) services at branches. This forced many customers online as their primary means of managing personal finances for the first time.

If anyone had doubts before, the Covid-19 pandemic proved to us the importance of well-functioning, effective digital financial services platforms, for both financial institutions and the people using them.

But with this sudden mass online migration, it’s become clear that traditional banks have struggled to keep up with servicing clients virtually. Legacy banking systems have always stilted the digitisation of financial services, but the pandemic thrust this issue into the limelight. Fintech firms, which focus intently on digital and mobile services, knew it was only a matter of time before financial institutions’ reliance was to increase at an unprecedented rate.

For years, fintechs have been called upon by traditional players to find solutions to problems borne from those clunky legacy systems, like manual completion of account changes and money transfers. Now it is the demand for these services to be online coupled with the need for financial services firms to cut costs, since Covid-19 hit the economy.

Covid-19 has catalysed the urgent need to bring digital transformation to a wider pool of financial services businesses. Customers now have even higher expectations of larger institutions, demanding that they keep up with what the younger and more nimble challengers have to offer. Industry leaders realise that they must transform their businesses as soon as possible, by streamlining and digitising operations to compete and, ultimately, improve services for their customers.

The race for digital acceleration began far before the recent pandemic – in fact, following the 2008 financial crisis is likely more accurate. Since the credit crunch, there has been a wave of new fintech firms, full of young, bright techies looking to be the next big thing. Fintechs have marketed themselves hard at big conferences and expos or by hosting ‘hackathons’, trying to prove themselves as the fastest, most innovative or the most vital to the future of the industry.

However, even during this period where accelerating innovation in online financial services and legacy systems is crucial, the conditions brought about by the pandemic have not been conducive to this much-needed transformation.

The second issue, which again was clear far before the pandemic, is that fact that no matter how nimble or clever the fintechs’ solutions are, it is still hard to implement the solutions seamlessly, as the sector is highly fragmented with banks using extremely outdated systems populated with vast amounts of data.

With the significance of the pandemic becoming more and more clear, and the need for better digital products and services becoming more crucial to financial services firms and consumers by the day, the industry has finally come together to provide a solution.

The TISAtech project was launched last month by The Investing and Saving Alliance (TISA), a membership organisation in the UK with more than 200 leading financial institutions as members. TISA asked The Disruption House, a specialist benchmarking and data analytics business, to create a clearing house platform for the industry to help it more effectively integrate new financial technology. The project aims to enhance products and services while reducing friction and ultimately lowering costs which are passed on to the customers.

With nearly 4,000 fintechs from around the world participating, it will be the world’s largest marketplace dedicated to Open Finance, Savings, and Investment.

Not only will it provide a ‘matchmaking’ service between financial institutions an fintechs, it will also host a sandbox environment. Financial institutions can pose real problems with real data and the fintechs are given the space to race to the bottom – to find the most constructive, cost-effective solution.

Yes, there are other marketplaces, but they all seem to struggle to achieve a return on investment. There is a genuine need for the ‘Trivago’ of financial technology – a one stop shop, run by an independent body, which can do more than just matchmaking. It needs to go above and beyond to encompass the sandboxing, assessments, profiling of fintechs to separate the wheat from the chaff, and provide a space for true collaboration.

The pandemic has taught us that we are more effective if we work together. We need mass support and collaboration to find solutions to problems. Businesses and industries are no different. If fintechs and financial institutions can work together, there is a real chance that we can start to lessen the economic hit for many businesses and consumers by lowering costs and streamlining better services and products. And even if it is just making it that little bit easier to manage personal finances from home when fighting with your children for the Wi-Fi, we are making a difference.

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What to Know Before You Expand Across Borders

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What to Know Before You Expand Across Borders 6

By Sean King, Director of International Tax at McGuire Sponsel

The American retail giant, Target Corporation, has a market cap of $64 billion and access to seemingly limitless resources and advisors. So, when the company engaged in its first global expansion, how could anything possibly go wrong?

Less than two years after opening its first Canadian store in 2013, Target shut down all133 Canadian locations and terminated more than 17,000 Canadian employees.

Expansion of an operation to another country can create unique challenges that may impact the financial viability of the entire enterprise. If Target Corporation can colossally fail in its expansion to Canada, how might Mom ‘N’ Pop LLC fare when expanding into Switzerland, Singapore, or Australia?

Successful global expansion requires an understanding of multilayered taxes, regulatory hurdles, employment laws, and cultural nuances. Fortunately, with the right guidance, global expansion can be both possible and profitable for businesses of any size.

Permanent establishment

Any company with global ambitions must first consider whether the company’s expansion outside of the U.S. will give rise to a taxable presence in the local country. In the cross-border context, a “permanent establishment” can be created in a local country when the enterprise reaches a certain level of activity, which is problematic because it exposes the U.S. multinational to taxation in the foreign country.

Foreign entity incorporation

To avoid permanent establishment risk, many U.S. multinationals choose to operate overseas through a formal corporate subsidiary, which reduces the company’s foreign income tax exposure, though it may result in an additional level of foreign income tax on the subsidiary’s earnings. In most jurisdictions, multinationals can operate their business in the foreign country as a branch, a pass through (e.g., partnership,) or a corporation.

As a branch, the U.S. multinational does not create a subsidiary in the foreign country. It holds assets, employees, and bank accounts under its own name. With a pass through, the U.S. multinational creates a separate entity in the foreign country that is treated as a partnership under the tax law of the foreign country but not necessarily as a partnership under U.S. tax law.

U.S. multinationals can also create corporate subsidiaries in the foreign country treated as corporations under the tax law of both the foreign country and the U.S., with possibly two levels of income taxation in the foreign country plus U.S. income taxation of earnings repatriated to the U.S. as dividends.

Check-the-box planning

Under U.S. entity classification rules, certain types of entities can “check the box” to elect their classification to be taxed as a corporation with two levels of tax, a partnership with pass-through taxation, or even be disregarded for U.S. federal income tax purposes. The check the box election allows U.S. multinationals to engage in more effective global tax planning.

Toll charges, transfer pricing and treaties

When establishing a foreign corporate subsidiary, the U.S. multinational will likely need to transfer certain assets to the new entity to make it fully operational. However, in many cases, the U.S. multinational cannot perform the transfer without recognizing taxable income. In the international context, the IRS imposes certain outbound “toll charges” on the transfer of appreciated property to a foreign entity, which are usually provided for in IRC Section 367 and subject to various exceptions and nuances.

Instead, the U.S. multinational may prefer to license intellectual property to the foreign subsidiary for a fee rather than transfer the property outright. However, licensing requires the company and foreign subsidiary to adhere to transfer pricing rules, as dictated by IRC Section 482. The U.S. multinational and the foreign subsidiary must interact in an arms-length manner regarding pricing and economic terms. Furthermore, any such arrangement may attract withholding taxes when royalties are paid across a border.

Are you GILTI?

Certain U.S. multinationals opt to focus on deferring the income recognition at the U.S. level. In doing so, they simply leave overseas profits overseas and delay repatriating any of the earnings to the U.S.

Despite the general merits of this form of planning, U.S. multinationals will be subject to certain IRS anti-deferral mechanisms, commonly known as “Subpart F” and GILTI. Essentially, U.S. shareholders of certain foreign corporations are forced to recognize their pro rata share of certain types of income generated by these foreign entities at the time the income is earned instead of waiting until the foreign entity formally repatriates the income to the U.S.

The end goal

Essentially, all effective international tax planning boils down to treasury management. Effective and early tax planning can properly allow a company to better achieve its initial goal: profitability.

If global expansion is on the horizon for your company, consult a licensed professional for advice concerning your specific situation.

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