Nature of business
Formicary is an IT consultancy specialising in financial trading systems integration, migration, OTC clearing and buy-side services and software.
Its areas of expertise include Calypso, Murex, Misys Summit FT and other major trading systems.
Location / Markets operated in
Formicary implements, augments and builds integrated technology solutions that streamline business processes in the front, middle and back office for clients ranging from tier one investment banks to hedge funds and fund administrators.
Formicary operates globally across EMEA, the Americas and has offices in London and New York.
4 – 8 Crown Place
London EC2A 4BT
+44 (0) 20 7920 7100
410 Park Avenue,
New York, NY 10022
+1 (917) 210 8300
Brief history of the company /certifications/licenses, products/services offered
Formicary was founded in 2000 in the UK. The company’s strategic business focus combined with in-depth expertise in areas from legacy computing models to cutting edge technologies helps clients improve their productivity, performance and return on investment.
It is Formicary’s belief that technology is only constructive if it adds value to the business, therefore it is essential to understand clients’ objectives in order to be able to advise on a long-term technology strategy.
Formicary consultants offer fresh perspective and insight when performing a comprehensive unbiased review of systems, vendors and technology infrastructure to ensure that it is in line with the client’s business strategy and meets both current and future needs.
Formicary has a strong reputation for delivering sophisticated solutions quickly and cost-effectively.
Formicary has extensive business knowledge and technical expertise on Cross Asset Trading systems, OTC Clearing and Managed Services.
Working closely with its clients and partners, Formicary has identified a number of areas where business efficiency can be greatly increased by improving the way that information is used and integrated into other applications. As a result, the Formicary Product Development Team has created a suite of software and connector tools that allow information to flow seamlessly between applications. This includes:
Formicary CalMon – a web-based console which gives IT teams the power to centrally monitor Calypso environments and proactively respond to issues with real-time assessments helping to reduce system failure. Key Benefits: Provides clients with a simple software solution that brings cost and efficiency savings by keeping system downtime to a minimum.
Formicary Reformx – a powerful release and change management tool developed to assist with changes and deployments to the Murex trading system. Key benefits: Provides comprehensive auditing, accountability and visibility of changes and deployments, Reformx gives users far greater visibility as to how, why, when and where upgrades and bug fixes have been made.
Formicary DMP Suite – an end-to-end DMP solution providing an accurate trade load, curve import, valuation and reconciliation interface, purpose built to assist in the requirements of the Swap Clear default management Fire Drill and Driving Test. Key Benefits: Reduces the time and resource requirement to manage each DMP exercise efficiently and accurately. Remove Key Person Dependency by providing an intuitive interface that can be trained and transferred with minimum effort.
As a Calypso Business and Service Partner and Murex SI Business Partner, Formicary provides high quality resources and deep knowledge to help its Calypso and Murex clients succeed. Formicary teams maintain close relationships with both Murex and Calypso to ensure that the needs of its clients are continually met.
Formicary is also a LCH.Clearnet SwapClear Regional EMEA Certified Partner with a proven track record of working with CCP clearing houses, existing and aspiring clearing members, including buy-side clients.
Formicary has achieved LCH.Clearnet Swapclear CCP2 certification
Corporate social responsibility activities
As a business, Formicary believes that it have a responsibility towards improving lives and build thriving communities for the less fortunate. Its commitment extends from employees who give money and volunteer hours to various engagements around the world. Supported charities include:
- Arts For All
- Children’s Society
- Disasters Emergency Committee
- Kid’s Company
- Red Cross
- Save the Children
- Water Aid
Major projects of note
Calypso health check & integration at BlueCrest Capital
BlueCrest Capital Management LLP (“BlueCrest”) is a leading global hedge fund manager with over $34 billion in assets under management. The BlueCrest group has offices in Guernsey, London, Geneva, New York, Boston, Connecticut and Singapore.
BlueCrest has grown significantly as a business, now ranking 3rd per AUM in European Hedge Funds. In line with this growth, the organisation decided to upgrade its trading technology, and engaged Formicary Limited as technical consultants. This role saw Formicary initially undertake a health check on BlueCrest’s Calypso™ trading platform and third party trade feed.
Formicary’s consultancy scope included high level reviews of the Calypso engines and servers, Java Virtual Machine configuration, Oracle database, Calypso hotfixes, custom code and interfaces with external systems.
Having identified that trade feeds could flow more efficiently, Formicary developed and put in place an integrated system that upgraded the existing trade feed and added value to Bluecrest’s Calypso platform. As well as integrating and distributing trades booked in the front office between disparate systems, Formicary’s solution brings new levels of speed and precision to BlueCrest in the process.
Formicary’s high performance tradefeed solution enhanced trade throughput at BlueCrest by up to 800 per cent. The scalability of the system also allowed BlueCrest to subsequently upgrade its Calypso platform to version 13 with minimal impact on the business. This enables BlueCrest to capitalise and manage the complexities of the new OTC derivatives marketplace and address new front office, operating and connectivity issues while managing margin compressions and capital costs across business lines. This move to Calypso v13 would not have been possible without the upgrade to the trade feed solution developed by Formicary.
“Formicary’s consultants identified that upgrading our third-party trade integration and distribution system to a high performance, scalable platform that was compatible with Calypso V13 would further enhance our growing business. As one of our biggest technology projects for the year, this entailed significant system development and potentially carried high business risk. Thanks to the combined business consultancy and technical skills of the Formicary team, coupled with their hard work, long hours and dedication, the project has been a total success with delivery in a record timescale.” Donal Fleming, Chief Technology Officer, BlueCrest Capital Management (UK) LLP.
Murex implementation: Replacing in-house derivatives trading system at RBC IS
The RBC Investor Services (RBC IS), part of Royal Bank of Canada, is a specialist provider of fund administration and custodian services for institutional investors worldwide. The Investor & Treasury Services segment is comprised of three businesses: Global Financial Institutions, Investor Services and Treasury Services. Active in 15 markets globally, RBC IS provides custodial, advisory, financing and other services to safeguard clients’ assets, maximise liquidity and manage risk in multiple jurisdictions. RBC IS is ranked among the world’s top 10 global custodians with USD 2.9 trillion (CAD 2.8 trillion) in client assets under administration.
With a growing presence in administration of derivatives, RBC IS needed to replace an existing in-house proprietary system used to book and process clients’ exchange-traded and over-the-counter derivatives transactions. A new system was required to handle greater volume and a larger range of asset types. The solution had to be highly connected in order to interact with the organisation’s existing downstream processing systems and to ultimately offer its clients straight through processing (STP) via a multi-format, client-facing trade feed.
Formicary Limited was appointed by RBC IS to replace their in-house derivatives trading system, interfaces, tools and infrastructure with an instance of the Murex 3.1 trading platform to service the key areas of trade capture, valuation, accounting and downstream settlement and reporting.
Following an initial scoping exercise which examined asset class and interface requirements, Formicary designed and implemented trader loader, market data, accounting and settlement and custody interfaces.
Formicary’s deployment and integration of Murex at RBC IS has paved the way for the handling of larger volumes of more complex products in an STP environment, providing an expanded offering to the fund administrator’s clients and a more efficient internal operating environment.
RBC IS now has a quality derivatives trading system in place, integrated to the organization’s internal systems in a manageable and extensible framework.
In addition to bringing immediate efficiencies, the new solution can easily accommodate the processing of new products that the organisation intends to offer in the near future, helping to ensure RBC IS retains its position as one of the world’s top 10 global custodians in a fast-changing derivatives environment.
Formicary achieves LCH.Clearnet SwapClear CCP2 certification
Formicary has been engaged with LCH.Clearnet for over five years, initially providing technical assistance with SwapClear’s successful handling of the Lehman Brothers default. The technology consultancy has since played an integral role in several initiatives at LCH.Clearnet, including the development of the ClearLink trade interface and various member-facing applications, such as tools for margin simulation and collateral management.
Formicary’s Clearing Group has helped a number of organisations to attain SwapClear membership and has enabled others to integrate their derivatives trading systems with SwapClear processes. Formicary’s knowledge of SwapClear business practices and technology enables it to provide both existing and prospective members with efficient working solutions which comply with CCP membership requirements. Services include onboarding new members, design and implementation of default management procedures, margin replication, reporting and reconciliation automation, and trading and risk systems integration. These services and Formicary’s DMP solutions provide Formicary’s clients with a solid foundation and the ability to grow in line with new service offerings from LCH.Clearnet and changing industry regulation.
How to use data to protect and power your business
By Dave Parker, Group Head of Data Governance, Arrow Global
Employees need to access data to do their jobs. But as data governance professionals, it’s our job to protect it. Therefore, we must perform a fine balancing act to weigh robust data protection against the productivity of workers who need the data to maintain business-as-usual working processes.
Data grows exponentially, and most organisations will admit that they simply don’t know what data they have, where it is, and the controls that exist around it. This creates 2 challenges:
- Burgeoning amounts of unstructured data makes the business increasingly vulnerable from external attackers or internal data breaches.
- Because data is the key to understanding a customer’s wants and needs, if the business can’t identify its data and unlock its value, it’s at a competitive disadvantage.
As a European investor and alternative asset manager, here at Arrow Global we take care of £50bn of assets and own a data estate exceeding 160TB. How we manage our data is key to our success. We understand the difficulties involved in opening up environments to allow people to work productively, while at the same time locking them down to protect our organisation.
When it comes to analytics, I believe that Arrow is highly proficient because we employ a talented team of data scientists. But even for us, the sheer volume of raw and processed data, that resides in both our structured systems and unstructured data repositories, has the potential to put our business at risk.
We know there’s always more that can be done to strengthen our security posture and ensure regulatory and contractual compliance, while at the same time using our data to drive the business forward.
Data protection isn’t just about compliance
For many organisations, data protection has centred on demonstrating compliance with the GDPR. At Arrow, our efforts have gone one step further to include our contractual exposure.
Being a more mature data organisation, we had previously tried to develop an application in-house to manage our data estate. However, with 160TB across the company in production data alone, we simply couldn’t achieve the scale we needed to handle the sheer volume of data. Of course, the volume is just the start – once you know what data you have, you then need to be able to categorise the data and put it into a structure, so the business can analyse it for a specific use case.
We knew we needed to go to market to find an industrial-strength data discovery product to replace our in-house application. By aligning our choice of product to our overall IT and change strategy, meant that ultimately, we ended up with a far better outcome than we’d anticipated.
Position data as both a risk and an asset
Data touches every part of an organisation, so when it came to building a business case for buying-in a data discovery software platform, we approached it in a way that would speak to different people at the same time. We did this by posing the question:
“What do we want to do with data in a way that is GDPR-compliant, contractually-compliant and enables us to better service our clients?”
These are the black and white tests of data governance – to recognise the importance of securing and protecting data. They’re applied in a way that enables us to commoditise data and use it to drive the business forward, by forcing us to consider how we would use the data – for example, creating value-based pricing for our clients.
In aligning the business case to initiatives that were already priorities within the boardroom, we knew that we’d gain the attention of the senior leadership team and it would be easier to get the buy-in and budget we needed. And in the end, everyone wins – we get what we need to protect the data, and the business gets to distil the data’s value to better meet our customers’ expectations.
Get visibility of data at scale
For us, things got really exciting once we were able to see all of our data at scale. We chose Exonar because it allowed us to discover our data in ways that other products couldn’t. And the interface between the user and Exonar meant that everyone – both technical and non-technical users – could understand the technology and the findings it revealed.
When we saw exactly what data was in the estate, where it was and who had access to it, data security became much easier and the risk of data being compromised was dramatically reduced. We can see exactly where the vulnerabilities are and restructure how our data is stored to strengthen security. Then over time, we can use search, workflow and analysis to optimise the infrastructure and continually identify new areas to improve.
Commercialise the data
From a wider-business perspective, once people can see the data, they can start asking “What if…” to query it and distil its value. But it’s more than just the data itself. It’s not uncommon for data relating to the same thing to exist in unconnected systems across the business. For example, customer interactions and incidents or events.
Exonar is capable of joining the dots in disparate data sets. By stitching these data sets together, we can get a better overall view of our customers and use the outcomes to think of new, different or better ways of serving them through enhancing or adapting our offerings.
Why other financial services businesses should also take a smarter approach to data
- By changing the way you approach data, you can use it to protect and power your business and the people you serve.
- By positioning data as both a risk and an asset, you elevate its position to give it priority in the boardroom. Ultimately, it’s data that helps the business make informed strategic decisions about how to strengthen its competitive advantage.
- By gaining visibility of data at scale, you can see exactly what data you have and where it is. This gives the business confidence about the actions needed to ensure it is secured in both a regulatory and contractually compliant way, and that people are doing the right thing with data at all times.
- And joining different data sets provides you with a single view of ‘X’ within your data, no matter where it is. Helping to support your wider-business strategy and priorities, it gives you the information you need to secure a business advantage and generate value.
How business leaders can find the right balance between human and bot when investing in AI
By Andrew White is the ANZ Country Manager of business transformation solutions provider, Signavio
The digital world moves quickly. From keeping up with consumer behaviour patterns, to regulation and compliance, the most successful organisations are always on the cutting-edge of technological developments.
However, when it comes to investing in artificial intelligence (AI), a hard and fast strategy does not guarantee a top spot amongst the league of tech greats. Instead, it pays to take a considered approach to balancing reliance on automated processes with a human touch. Why? Because creative and strategic thinkers are the true propellers of innovation; automation is simply the enabler.
The International Monetary Fund (IMF) developed the ‘Routine Task Intensity’ (RTI) index as a measure of which processes are likely to benefit most from automation. According to this metric, jobs requiring analytical, strategic, communicational and technical skills score low on the RTI index, while simple, repetitive tasks scored highly.
The lesson for business leaders here is simple; your digital investments are just as important as your stake in talent. When deciding which processes to automate, start simple, and remember to value the skills and potential of your people.
Keep customer-centricity at your core
Customer-centricity means that every business decision, dollar spent and new hire is centred on one question: how does this benefit my customer? Investments in AI are no different. To be truly successful, they must have a customer-focused outcome.
Where companies get this wrong is by implementing cost-saving measures or ‘copy and paste’ software that fails to improve the customer experience – often having the adverse effect.
Take the virtual chat-bot, for example; if implemented poorly, it can send your customers into a frustrating and seemingly infinite cycle of dead-ends. The modern consumer is far too digitally savvy for this shortcut, and will quickly move onto the next merchant offering a more seamless customer service experience.
To guarantee your investments are delighting rather than infuriating your customers, it helps to take an outside-in perspective of your business processes, aided by Customer Journey Mapping (CJM).
Before you commit to digital investments, CJM can trace and map each customer touchpoint, signalling pain points or conversion rates throughout their journey. These data-driven insights lead you to the areas that would benefit the most from automation, instead of implementing a broad band-aid solution.
Avoid the ‘set and forget’ method
When investing in enterprise-wide AI, the ‘set and forget’ method rarely works. Real transformation requires an ongoing dedication to refining and improving AI-driven processes, as well as adapting them to the evolving needs of your customers. This is the best way to achieve customer loyalty, by proving that your organisation listens to, and understands its users.
A human perspective is invaluable here, paired with process mining – a method that thrives on finding process inefficiencies – to create a consistent feedback loop of improvement.
During periods of uncertainty, customer loyalty is everything, so aim to protect it at all costs.
The power of your people
The rise of automation can be linked to the corporate world’s obsession with speed and efficiency. However, the psychology behind this goes deeper than being the biggest and fastest producer; it’s also about reallocating resources into attracting and retaining the brilliant minds that drive companies into the future.
When communicating digital change, it’s critical to highlight the valuable impact AI has on augmenting jobs; removing the burden of mundane, repetitive tasks and allowing for more strategic skill-sets to shine through. For lower-skilled workers, invest in upskilling or re-education where possible.
Successfully rolling-out digital transformation plans means that every employee across all tiers of your company understands the value of AI. The starting point here is education to achieve buy-in. Change communications must be accessible, constructive and value-focused, supported by key culture influencers who champion automation within teams.
Enterprise-wide buy-in is an important element of refining and improving digital processes, as cross-functional collaboration can offer valuable insights into common pain points or inefficiencies ripe for automation. Supported by process mining, collaboration provides a holistic view of how each investment will impact other processes. There is no point investing in automation that streamlines one process and makes another more people-centric, so be sure to take a balanced approach to your investments.
Remember, AI is not about creating an army of robot workers; it’s about increasing efficiency and productivity so that an organisation, and its people, can work smarter.
Are you a fighter or a freezer? The 4 “F’s” of Surviving Danger.
By Dr.Roger Firestien, Author of Create In a Flash.
The fight, flight, freeze survival response – or FFF for short – is designed to mobilize our brain and body to fight an enemy, run from a tidal wave or freeze to hide from a predator.
FFF is how humans react when they encounter a dangerous situation. It is a primal response that happens instinctively even before we are able to think about the situation we are confronting.
The FFF alarm causes our brain to focus on negative memories, probably to scan them to avoid repeating dangerous situations and negative outcomes. We get tunnel vision as our pupils dilate to increase our focus and long-range vision, but as a result we lose our peripheral vision.
Humans use the FFF response and so do organizations.
When organizations encounter dangerous situations, like, say, trying to survive a global pandemic, they can respond by either fighting the situation, fleeing from the situation, or freezing and waiting for the situation to pass.
I would like to propose a fourth strategy for organizations to deal with a danger like the pandemic. It is the fourth “F.” The farm response. More on that later.
What kind of organization is yours?
The fighter organizations were the ones that fought the idea of a global pandemic or pushed back against the research that reported how serious the virus was. Think of the meat processing plants that didn’t provide proper protective gear or the religious organizations that refused to take a break from large services.
The results were catastrophic for the organizations and deadly to the employees and worshippers.
It is pretty easy to identify the fleeing organizations. You don’t see them anymore. Unfortunately, this is the organization that just doesn’t have the resources or the energy to fight. You will recognize them by the “For Rent” signs in the windows of the buildings they used to occupy.
The organizations that freeze are a little more difficult to identify. They are still around but are frozen by fear. They are the organizations that, although they are in a position to move forward, are too frightened to take a risk or even look at the periphery of their business. Their tunnel vision blinds them to opportunity. The freezers hide and wait for the danger to pass. They are the ones who miss out on possibilities.
For example, if you are in the business of supplying concessions to sporting events, airports and national parks, your business is in deep trouble now. So, what are some ways to keep people buying food and drinks with so many venues closed?
Many national parks are now open and visitors need to eat. How can you sell food while supporting social distancing? Answer: Sell picnic meals to your patrons. And, sell a blanket that commemorates the park that diners can spread out and have lunch while social distancing with their families. Then, they’ll keep the blanket that reminds them of their visit to the park.
Sound like a good idea? It sure does. You can keep your park concession business, allow people to social distance and add to your product line with that commemorative blanket. Did the company implement the idea? Unfortunately, they did not. They froze and missed the opportunity.
However, businesses are finding ways to optimize their organization and capture opportunities. They are the farmers. The farmer organizations study the situation, just like farmers study the weather and the land. They look at the resources available to them and get to work.
Farmer organizations pivot and get creative.
Distillers, who before the pandemic, were making vodka, whiskey, gin and other spirits quickly changed their operation from distilling booze to distilling sanitizer.
Telemedicine, which had limited acceptance before the pandemic, almost immediately became the accepted way to deliver care. Now, the doctor comes to you.
Fitness trainers are conducting their sessions via Zoom or in person outside on sidewalks in front of their gyms so they can social distance.
My favorite ranch, SK Herefords, sells their beef at local farmer’s markets in the Western New York area. This spring when the large packing houses shut down and grocery stores were limiting the amount of beef customers were able to buy, my farmer friends were there at the markets with locally produced farm-raised beef. Sales soared and demand skyrocketed.
Why? The farmers were ready. They used their resources and were not afraid to optimize them in a rapidly changing and volatile environment. Farmers live with constantly changing weather conditions and market prices and are accustomed to rapid change.
To operate with constant change, all of us, like farmers, need to be constantly creative. Phil Keppler, my philosopher farmer friend from SK Herefords says, “Creativity helps you to not look at things as a problem. It’s trying to find the solution – and that’s the exciting thing about it. Things aren’t problems anymore. It’s just difficult situations and you’re trying to find a solution to that situation.”
A good mindset for what our world is experiencing now… it’s a difficult situation and we are creating solutions daily.
Fight, flight, freeze or farm. What kind of organization is yours? And, what can you learn from “the farmers?”
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