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From recovery to reinvention: A Q&A with Equifax CTO Bryson Koehler

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From recovery to reinvention: A Q&A with Equifax CTO Bryson Koehler 1

By Glen Tillman, Global Marketing Lead, Financial Services Industry

With hundreds of millions of people and organizations relying on financial services organizations each day to keep their information safe and secure, trust is at the heart of everything these organizations do. 

Consumer credit reporting agency Equifax knows this all too well. In 2017, it experienced a historic data breach. As CTO, Bryson Koehler, recognized that rebuilding trust would mean fundamentally rethinking how Equifax managed technology and data security—and their business—as a whole.  

Today, Equifax is in a very different place. The company is transforming the majority of their IT operations on the strong foundation of Google Cloud, and in doing so, transforming many aspects of their entire business. The company recently issued a paper outlining their transformation efforts to leverage the cloud while also building world-class data security measures. We sat down with Bryson to get a deeper understanding of what they learned from their successful three year digital transformation journey.

Glen Tillman: Where does Equifax see its mission today?

Bryson Koehler, CTO at Equifax: It’s about finding opportunities where we can leverage technology and data to help people make smarter, more informed decisions, and improve the process and experience for them. For example, we have mobile devices in our pockets and on our wrists that help us with health coaching, but do we have financial coaching? We get lots of feedback about how to make good health and entertainment decisions, but many of us don’t get the information to make good financial decisions. And I think Equifax is uniquely positioned to help people live their financial best.

Glen: After the security incident in 2017, Equifax went through a level of transformation that is unprecedented, especially in your business. Can you tell us what drove that decision?

Bryson: When you have a data breach, that’s a kind of existential crisis moment for any company. You try to understand the impact, how to protect people impacted by it, and how you can make sure it doesn’t happen again. We realized we needed to think radically differently about how we could create a sustainable security posture and who we are from a technological culture perspective.

Bryson Koehler

Bryson Koehler

The cloud makes world-class security possible by providing consistency in the way we build and deploy technology. On-premises or private cloud installations often create a mixed-generation infrastructure that breaks automation, requiring manual fixes that lead to human error. By removing opportunities for mistakes, the cloud keeps us focused on good hygiene and discipline. It also offers the flexibility that lets you make changes, building reliability into the infrastructure and code without creating vulnerabilities or reducing productivity.

Glen: How did you establish what you needed from the cloud and why did that lead you to Google Cloud?

Bryson: When I looked at what we needed at Equifax, I realized that Google’s tighter focus around data, security, AI, and machine learning were a better fit. Security is something that has to be built in and not bolted on, and I think the engineering culture at Google—broadly speaking, not just the cloud—has good reason to take pride in their achievements in this regard. This ends up creating a culture that I feel more comfortable placing a bet for five years in the future than I would with any others.

I felt that Google Cloud offers a differentiated approach to data that was completely unique and did not seem to be available at other companies. And Google has really been there for us with a commitment of lining us up with the right people to help us achieve success not just in usage but also the outcome.

Glen: Many companies are still cautious about going to the cloud—especially in financial services—so what you did was a huge leap.

Bryson: It is a big leap but it’s one that’s worth taking. Our job is about ensuring that our data and systems are secure and protected, not just from hackers, but also from misuse. Making sure that data is being used in the right ways, places, and times with the right use cases and intent is just as important—and in time, more important.

Glen Tillman

Glen Tillman

Things are going to evolve, and you’re going to need to be able to adapt as those rules change. People stick to what they know because they don’t have a deep enough understanding how this all works. To achieve the change we’ve seen requires a technological shift, but more importantly, it demands a cultural shift that functionally changes who you are as a company because when you get back to business, you can’t go back to business as usual.

Glen: One thing that moving to the cloud helps with is removing data silos. Has that had a major impact on the culture?

Bryson: That will be the next part of our cultural shift. If you went back years ago, Equifax would have needed to get data from multiple sources within our own company to get a full picture. By bringing these data sources into a cloud based environment, we can organize our data into a single, seamless structure—while still keeping all critical governing and separation measures in place—creating differentiated products to help our customers make smarter decisions and to help consumers live their financial best.  

Glen: How do you see the cloud evolving the financial services industry moving forward?

Bryson: If you think about this strategically, financial services companies are working hard to make better, more confident decisions and matchmake the right customers to the right products and services. When you think about the fraud intelligence exchange we’re doing at Equifax, for example, we all have that incentive to help reduce fraud, so sharing and partnering in the industry helps all boats rise. Fraud adds costs, slows down processes, and encumbers good customer experiences in many cases, so the more we can do as an industry to realize that this is not a competitive asset and work together to reduce it, the better we all will be. 

There are great dialogues around that, and many companies are recognizing that the cloud is a great place to do this. From a data and analytics perspective, having the infinite horizontal scalability of cloud infrastructure provides much better capabilities to achieve that without increasing the risk footprint through replication and consistency, increasing security. And because so much of our industry moves so fast that transactions are measured in milliseconds, being able to share data in real time with the cloud improves the ability to help people in the future right when they need it.

Interviews

Q&A with Clare George-Hilley, co-founder, Centropy PR

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Q&A with Clare George-Hilley, co-founder, Centropy PR 2

Clare George-Hilley is the co-founder of Centropy PR

Global Banking and Finance Magazine recently caught up with Clare George-Hilley, co-founder of fintech and financial services specialist PR agency Centropy, as the company toasts to three years of trading. We asked Clare about what life is like running an agency in the city, the trends she is seeing in the financial services space and what the future holds following the Covid-19 outbreak.

Why did you decide to set up Centropy PR?

I was looking for an opportunity to launch my own agency, both my husband and I had been in the public affairs and public relations industry for over a decade and we thought the time was right to go out on our own.

Clare George-Hilley

Clare George-Hilley

We could see that the financial services industry was surging, with challenger brands and new technology transforming traditional banks and setting new standards of customer service. There was a huge market opportunity to create and launch a PR agency that could provider first class comms support, alongside a deep understanding of complex regulations such as AML, KYC, and the GDPR. Likewise, many traditional technology firms are diversifying their offerings, to tap into the growing market opportunity posed by the fintech boom.

So, we worked on a business plan, designed a strategy for winning clients and officially launched in September 2017. Within a few months we had a growing portfolio of clients and a thriving business, since that point, we have never looked back!

How is Centropy doing now and what are you plans for growth?

The last three years have flown by and our client portfolio has grown and diversified quickly. We now manage PR campaigns for clients on everything from cryptocurrency, wealth management to payments and trading software.

We’ve also hosted parliamentary debates with key industry figures, including Members of Parliament (MPs) on topics such as the future of the financial services industry and the impact of challenger banks on traditional providers. The team is expanding quickly and we’re investing heavily in the latest training and support to ensure our team members are equipped to reach their full potential.

How do you see the next 12 months?

The Covid-19 outbreak has crippled the economy, forcing millions of people to work from home due to the very serious health risks. The knock-on effect of this crisis will lead to companies cutting costs where possible to save jobs, so tech will play a vital role in ensuring many businesses stay afloat.

We are already working with contactless payments specialists and other fintech companies that offer solutions to help companies survive and thrive despite the inevitable challenges ahead.

We aim to continue building our portfolio of expertise, testing ourselves with new challenges and delivering the best possible service to clients

 

This is a Sponsored Feature.

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Lessons from past recessions and advice for business owners during the coronavirus pandemic

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Lessons from past recessions and advice for business owners during the coronavirus pandemic 3

By Neil Davis, managing director and co-founder of Sterling Networks

What is Sterling Networks?

Sterling Networks is a professional organisation founded in 2014 which facilitates networking events for businesses across the Midlands, Oxfordshire, Wiltshire and the South West. Over 300 members attend our fortnightly breakfast and lunchtime meetings.”

What is your background prior to establishing Sterling Networks?

“During the 1990s, I worked in the corporate team for Halifax. My wife, Tracey, and I went onto own a manufacturing business, which was also called Sterling, and produced a range of gifts, merchandise and promotional items.

“We soon realised tradeshows were a great way to meet distributors and clients. From there, the business grew exponentially, and we managed to build a network of around 500 distributors. Eventually, we became ground down by the manufacturing business – in part because the local manufacturing sector was being devastated by competition from China – and took the decision to sell the business and relocate to Spain.

“After spending several years living abroad, we moved back to the UK to set up Sterling Integrity (EXPO’S) & Sterling Networks (Networking) We were inspired by a desire to help businesses make meaningful connections with one another, and we haven’t looked back since.”

The UK has recently entered a recession, brought about by the coronavirus pandemic. What have you learned from past recessions and how are these experiences helping you to navigate the current crisis?

“I’ve lived through a number of recessions and have seen the pain that insolvency causes companies on a large scale. It’s taught me that there are those who win and sadly those who lose, and that businesses must adapt to a rise in demand for certain products or services at a time of financial crisis.

“Given the nature of what Sterling Networks offers [an opportunity for business owners to connect and grow together] I decided we could build upon the brand due to the demand for new business during the pandemic. We therefore moved our networking events from face-to-face to virtual via tools like Zoom and have gained a steady stream of new members in recent months, reaching an overall total of well over 300.

“On top of that, we’ve taken new staff on during the crisis and have launched a number of new regional groups across the country. I was determined that Sterling should come out of the pandemic with a head start, so my attitude to the recession has been much more positive than those who are forecasting nothing but doom and gloom.

“We can’t pretend high street retail wasn’t suffering long before the pandemic came along, and thousands of new businesses are sure to start up to meet the demand for the products and services that people require at a time such as this. In order to develop and grow businesses need to focus on where changes need to be made to meet this demand.”

Sterling Networks has been providing emotional support to its members throughout the pandemic. What advice have you been giving to members that could be useful to other business owners?

“I try not to be too opinionated and respect other people’s views when giving advice to members, as there are always two sides to every circumstance. I’ve been careful not to say to people that they should be doing one thing or another, as I don’t know their business and its needs quite like they do. The only thing that I have been telling members is the importance of setting up one-to-ones with one another. By doing so, they can listen to the needs and concerns of other, like-minded business owners and work out ways that they might be able to help one another.

“The pandemic has meant we all have a bit more time on our hands, so the advice I would give to people is to use this extra time wisely. Not having to travel physically from one meeting to another means there is a greater opportunity to connect with more people. It’s important to remember that individuals outside of your business can be just as valuable as those within it.”

What makes you hopeful for the future and are there any words of encouragement you can give to budding entrepreneurs?

“The key events that have happened to this country during my lifetime – whether wars, recessions, or the pandemic – have enabled me to take stock of things. While these experiences are certainly challenging, we all become stronger for living through them, and it gives me great confidence that the world will ultimately improve as a result of the pandemic.

“The whole world is effectively rebooting right now, as is the business community. I like to think entrepreneurs will recognise this opportunity to take better care of their peers, and this translates to greater collaboration between organisations. Speak to as many people as you can, ask all the questions that you need to and do your homework. This might well be a difficult time for us all but planning for the future must start now if it is to become as prosperous as I know it can be.”

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Interviews

Exclusive Interview with Ugo Loser, CEO of ARCA Fondi SGR

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Ugo Loser, CEO of ARCA Fondi SGR

 Arca Fondi SGR is a mid-sized Italian active asset management company. Founded in 1983 by a consortium made up of 12 regional banks, the company has grown in time, expanding its network of distributors and its client base. Nowadays Arca manages Mutual Funds, Pension Funds and Institutional Accounts with total AUM exceeding 30 € bln, reaching more than 100 banks and financial institutions and serving more than 800,000 final clients.

What are the key contributors to ARCA Fondi SGR’s success over the past 35 years?

Arca has always put clients and distributors first. That is to say we have always privileged fair pricing for funds and developing high quality products and services for our customers. This requires constant innovation as an objective and looking for people’s talent to be free to produce its effect

Why are people the founding element of ARCA Fondi SGR and how have you sustained this vision over the years?

We work in small teams, people are young and motivated and can perform duties with a high level of autonomy and responsibility. Innovation is asked to everyone, everyday

What makes Arca Fondi SGR different from other asset management firms in Italy?

Arca is a company focused on doing what it can do very well, that is to say mutual and pension funds, services for clients and banks. We never follow short term trends but always look for long lasting impact on the industry, like we’ve done may times in the past

What products/services has ARCA Fondi SGR pioneered?

Arca has been the inventor of “Arca Cedola”, fixed-horizon, coupon paying funds, which have been with no doubt the greatest product innovation of the past 12 years on the Italian market. This type of funds, at first strictly based on bonds and later as a balanced product, has encountered an enormous success both with clients and distributors due to its simple and effective value proposition. Arca is a market leader also in the “PIR” segment of funds, a range of product focused on mid and small sized companies, that have been the best performers in the Italian stock market for the last few years. In services, Arca is a leader in technology applied to asset management. Our website, app and digital services for clients and banks are award winning, state of the art combination of data, technology and channels, and the best is yet to come on this side.

What strategies do you have in place to sustain your market position and withstand professional competition in the country?

As I mentioned, we do not waste resources on projects with dubious results, instead we constantly invest on people, products and services. The high level of profitability that Arca has been able to maintain even in difficult years for the markets of the banking sector is a further testimony that this strategy works very well

How do you use technology to create meaningful experiences for your customers?

First of all, we have created a whole new division, Arca InnovAction Lab, dedicated to technology, data and processes. This ensures projects are delivered quickly and they are free to leave bad past practices behind. Arcaonline.it, Arca’s website, provides distributors with detailed information on clients’ portfolios, asset under management and subscription/redemption requests. It monitors aggregate selling data offering to our partners a suite functions and analytics to track commercial campaigns. And if the banks branches need assistance, they may ask Sara, our digital chatbot. A broad and timely multimedia production, covering exclusive reports, comments, presentations, videos, webinars and newsletters is also available on the website.

Customers, subscribing Arca’s funds through its distributors’ network, may access Arcaclick, a dedicated area on Arcaonline.it. With Arcaclick the client can easily browse through her portfolio of funds, analyze its characteristics, view transactions and historical funds’ performance in customizable views. Arcaclick is also a powerful source of information on Arca product range: Prospectus, KIIDs and other literature is easily accessible along with news, comments and reports. Arcaclick may also be accessed via Arca Fondi App, a free application for mobiles and tables, running on both iOS and Android. Available 24/7 and in mobility, Arcaclick gives clients the opportunity access information, news and details of their personal portfolio anytime and anywhere.

What key trends will drive pension growth in 2020 and beyond?

The Italian market for pension funds is still very small and therefore there is a great opportunity to grow. Arca Fondi manages the biggest open ended Italian pension fund and it’s been constantly at the top of its rankings. As people and workers are looking for yield and to weather short term volatility, the pension fund is very well poised to profit from this trend.

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