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Is the upskilling of compliance teams in financial services the key to delivering fast and effective identity verification?

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Is the upskilling of compliance teams in financial services the key to delivering fast and effective identity verification? 1

By Charlie Roberts, Head of Business Development, UK, Ireland & EU at IDnow

With the global pandemic driving the world’s population online, identity fraud is becoming increasingly attractive to criminals. In 2019, even before COVID-19 struck, the UK fraud prevention service – Cifas – recorded in excess of 223,000 cases on its National Fraud Database, an increase of 18 percent on the previous year and a 32 percent rise over the previous five years. And looking ahead, experts predict that by 2021, the damage caused by internet fraud will reach $6 trillion, making cyber fraud one of the world’s fastest growing and most dangerous economic crimes.

Of particular concern for the financial services sector, is IBM’s recent report which revealed that in 2019, it was the most targeted industry for cyber criminals.

As a result, perhaps unsurprisingly, financial institutions are increasingly being thrust into the spotlight when it comes to digital security and protecting the identities of their customers.

These worrying figures are certainly one driving factor in the UK government’s new Digital Identity Strategy Board, which has developed six principles to strengthen digital identity delivery and policy in the country.

So how can financial institutions tackle the growing problem of cyber crime? We caught up with Charlie Roberts, Head of Business Development UK&I at IDnow, to talk about the importance of upskilling inhouse teams in a bid to deliver fast and effective identity verification.

What is the benefit of taking a hybrid approach to identity verification?

Charlie Roberts

Charlie Roberts

We already know the important role technology is playing in the fight against cyber criminality – from biometrics and machine learning to artificial intelligence (AI) – and we recently discussed the significance of supplementing this verification technology with human identification experts. These professionals are able to use their intuition and understanding of human interactions and behaviours to identify when a person is being coerced or dishonest.

However, while these highly skilled and trained identification specialists are playing a vital role in the fight against cyber and identity crime, for some financial institutions, particularly larger banks, they present a barrier.

How will owning the entire verification process benefit financial institutions?

Working on a SaaS basis, typically, identity software vendors provide financial institutions with the software and technology required for identity verification however, the final decision on verification rests with the vendor’s algorithms or ident specialists.

However, many banks want to own the entire verification process, from utilising the technology and software to making the ultimate decision on the identity of a person. By handing this level of control over to the bank, institutions can integrate the verification systems within their own infrastructure, enabling the people that know their brand the best to set their own levels of security and determine what is authenticated and what is declined.

Why should banks consider upskilling inhouse compliance teams?

While working with a third-party verification specialist is the preferred option for some, for others, the idea of upskilling and training existing compliance teams in identity verification is the priority, empowering the bank to own the process and the risk. Long term, it will also provide significant cost savings while showcasing a major investment in talent and people, which will undoubtedly help attract and retain customers too.

Is the time right to invest in inhouse identity verification systems?

With the UK seeking to develop a legal framework for digital identity, it is clearly becoming an increasingly important feature on the governmental agenda, not least to ensure that not only can people feel safe online, but also to deliver faster transactions and ultimately add billions to the economy. As such, all eyes will soon be turning to the safeguards the financial sector is putting in place to help protect the online identities of customers.

Arguably then, now is the time to invest in a robust identity verification system that will not only provide the advanced technology needed to automate the process, but that can help train and upskill inhouse teams to truly deliver an embedded and hybrid approach to identity verification at a time when it is of paramount importance.

Interviews

Round Table Feature – Attracting FDI at times of crisis

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Round Table Feature – Attracting FDI at times of crisis 2

In recent years the growth of Northern Ireland’s financial services sector has been fuelled by an unbeatable combination of world-class talent, highly competitive operating costs and research excellence in a low-risk, pro-business environment.

Of course, like many economies across the globe, the COVID-19 pandemic has had an impact on Northern Ireland’s communities and many of its businesses. But, thanks to this quality combination, the sector has demonstrated remarkable resilience and continued to thrive, leading to sustained job creation and high-profile customer wins from some of its leading players, including Allstate, Citi and Aflac.

To examine the patterns behind this continued growth in the face of adversity, we recently hosted a ‘virtual roundtable’ with senior figures from established businesses across Northern Ireland’s financial services sector alongside the nation’s fintech envoy, Andrew Jenkins and Invest Northern Ireland’s Steve Harper.

Here, our panel explored the market qualities investing financial services companies look for and discussed the elements they believe a business should invest in to build resilience and as an in-market team during challenging times.

Meet the panel

John Healy – Vice President & Managing Director, Allstate Northern Ireland: John leads Allstate NI’s team of 2,200 experts. He has 25 years’ experience in technology, predominantly in the financial services domain. He has extensive experience at leading global teams, developing strategy and delivering solutions to address business and technology issues.

Keith Farley – Managing Director, Aflac Northern Ireland Ltd: Keith is responsible for setting up Aflac’s European Centre of Excellence. He has relocated to Belfast, UK and is creating a new organization that will offer both software development and cyber security solutions. With a goal of growing from 0 to 150 professionals in a few years, this team will be a critical part of Aflac’s global digital strategy.

Leigh Meyer – Head of Global FX/MM & EMEA Markets Operations Belfast Site Head Citibank: Leigh has worked for Citi for 22 years, covering a number of products from derivatives to FX.  He is also the Northern Ireland Chair for TheCityUK, a private-sector membership body and industry advocacy group promoting the financial and related professional services industry of the United Kingdom.

Darragh McCarthy –Founder and CEO, FinTrU. In 2013, after many years in the banking industry in London, New York and Frankfurt, Darragh founded FinTrU in Belfast having recognised the increased demand from global investment banks for high-quality resources to navigate the ever-increasing regulatory landscape. The company employs over 600 people in Belfast and Derry-Londonderry. 

Steve Harper, Executive Director International Invest Northern Ireland Steve’s role at Invest NI, the region’s main development organisation, is to promote trade and inward investment into the area.

Q&A

What has been your experience as a financial services business operating in Northern Ireland during COVID-19?

Leigh Meyer, Citi NI: As a global company we have been fortunate to have the technology infrastructure to move almost our entire workforce to work from home successfully with little change to our day to day operations. In Northern Ireland, this means we continue to hire, and have successfully on boarded 172 new employees to Citi Belfast virtually over the last four months. The result has been that our client support was largely uninterrupted and continued to give our fullest care and attention in very tough times.

Keith Farley, Aflac NI: As a technology company, we have been very fortunate to have 100% of staff work remotely with minimal disruption. We were also able to continue hiring during the pandemic – more than doubling the size of our team from 19 employees in March to 50 in August.

Darragh McCarthy  FinTrU: Likewise. We made the decision in early March to facilitate 100% of our employees to begin working from home. The infrastructure in Northern Ireland has allowed us to manage this transition smoothly and maintain our productivity with client delivery.

What initially attracted you to Northern Ireland as a destination for your business?

Keith Farley, Aflac NI: We were attracted to Northern Ireland for many reasons, but it really boiled down to three words we have painted on our wall: Resilient, Reinventive and Adaptable. While these words reference the long history Belfast and the nation have in agility, they were proven once again proven during this pandemic.

John Healy OBE, Allstate NI: The availability of skilled technologists was the main reason for setting up an off-shore location in Northern Ireland over 20 years ago.  The original plan was to create a workforce of 200 but the quality of the people and skills available has meant that we have grown to a multi-site operation with 2,400 employees in Belfast and the North West.

Leigh Meyer, Citi NI: Put simply, its value proposition. Northern Ireland offers skilled people, competitive costs, great infrastructure and high standard of living, all with close proximity to London, the European, Middle East and Africa region. The nation also benefits from a central time zone ideal for supporting Asia, North and South America.

Darragh McCarthy, FinTrU: In Northern Ireland, there is an incredible opportunity to partner with leading academic institutions including Queen’s University Belfast, Ulster University, Belfast Metropolitan College and North West Regional College.

FinTrU has undoubtedly benefited from these mutual partnerships with our Financial Services and Legal Academies providing local graduates with the opportunity to work on the global stage with the largest Investment Banks in the world.

How can regions support businesses to be more resilient during crises like the pandemic?

Leigh Meyer, Citi NI: Regions can help ensure that the infrastructure is robust, scalable and fit for purpose – this applies to both physical and technical infrastructure. It is also essential that policy makers give clear guidance on what health and safety measures they require, to boost the confidence of people travelling to and from work and in their everyday lives.

Keith Farley, Aflac NI: We believe that investments in infrastructure continue to be critical, especially urban and rural internet connectivity as we shift to more flexible work environments.

Darragh McCarthy, FinTrU: In terms of the Financial Services industry, I feel crisis management and leadership is crucial. Having a clear strategy in place from the top can help alleviate the anxieties that others will face during a period of crisis. Regions can help businesses to be further resilient through investment in appropriate infrastructure to allow for the transition from office to homeworking in all areas across Northern Ireland.

What have external organisations (like Invest NI) been able to offer in terms of support?

Keith Farley, Aflac NI: Invest NI has been a great partner in introducing us to the region and the opportunities that exist here to hire world-class technology talent in a business-friendly environment.

Leigh Meyer, Citi NI: We have been in touch with our Client Manager throughout the pandemic. Invest NI has supported Citi from 2005, starting with the initial inward investment feasibility study and financial assistance to help expand the workforce in Belfast and training and development costs. We are also engaged with the NI Chamber of Commerce, CBI NI, Belfast City Council and universities and schools for exchange of ideas, support, driving the business agenda for the country.

Steve Harper, Invest Northern Ireland: We have worked hard to ensure that all businesses benefit from being part of Northern Ireland’s diverse economy, embedded resilience and agility. Even during the height of the pandemic, we were able to work closely with the Department of Finance and the Business Services Organisation to help match NI companies with government calls for much needed medical equipment and PPE. We received over 300 offers from businesses who expressed interest in supporting the fight against COVID-19 by developing prototypes and products for testing to ensure they comply with regulations. Many then went on to receive orders for PPE, ventilators, testing and sanitiser.

Darragh McCarthy, FinTrU: We made the decision to not avail of any COVID-19 Governmental sponsored support initiatives or furlough any employees due to our ongoing growth. However, the resources provided by Invest NI such as the ‘Recover’ support which include ‘HR advice to build skills’, ‘Build resilience through leadership capability’, ‘Invest in ICT solutions and technologies’ and ‘Operation excellence to adapt to COVID-19’ demonstrates its commitment to the companies that have invested in Northern Ireland.

Coming out of the COVID-19 pandemic, what do you think are the challenges and opportunities facing the financial services sector?

Keith Farley, Aflac NI: We are going to need to work together with employees to ensure they feel safe traveling to work, knowing that their safety is a priority, but also that people want to return to a city that is open for business. We also need to learn from the pandemic to make our work environment safer, more inclusive and flexible. As a community, we recognised the impact we have on each other, as well as the importance of human interaction. We should not take that for granted again.

Steve Harper, Invest Northern Ireland: The resilience and agility demonstrated by businesses in the local financial services sector – and beyond – throughout the crisis really sets our region apart as a positive force and a lucrative location for business. This couldn’t have been achieved without its diverse business landscape, supportive environment, and of course, its excellent calibre of people. As we move forward, I strongly believe that this experience has unleashed a renewed sense of purpose and a collaborative and enterprising spirit that will serve us well as we recover and look forward – and these are qualities that this new world absolutely needs.

Darragh McCarthy, FinTrU: Social distancing and remote working from home can leave people feeling isolated, especially those who are away from their families. At FinTrU, we invest heavily in our company culture and pay careful attention to ensure that it is not lost whilst we are working away from the office. It is important for businesses to consider the challenges faced by their people and to have empathy towards situations that may be experienced by others.

What do you think financial services organisations will look for going forward, when it comes to investing in new markets?

John Healy, Allstate NI: The financial services industry has seen dramatic technology-led changes over the past few years. Many have looked to improve efficiency and implement game-changing innovation, while seeking ways to lower costs. Meanwhile, Fintech start-ups are disrupting established markets, leading with customer-centric solutions developed from the ground up. To best serve our industry, markets will need highly skilled technologists in a range of areas: Blockchain, Robotics, AI, Cloud and Cyber Security, to name but a few. There must be collaboration between government, education and industry to prepare and sustain the skills that are required now and in the future.

Steve Harper, Invest Northern Ireland: Quality digital connectivity has proven essential during the crisis, and, as our lives move increasingly online, for these organisations it will become as critical to economic sustainability and growth as water and electricity are to our everyday lives today. Wherever you go around the world, those places that have invested in solid digital foundations have, in most cases, proven to be the most resilient. This is because digital services and solutions underpin innovation and productivity, as well as businesses’ ability to scale.

Leigh Meyer, Citi NI: Finance businesses value the ability to relocate staff effectively, source new talent and offer rewarding careers. We look closely at the broader legal, regulatory and tax regime. The UK’s operating environment needs to remain competitive, not least as the Brexit transition phase comes to an end. A robust infrastructure is also important, particularity digital/tech infrastructure in this current climate as we evolve our methods of training our employees to virtual. 

Darragh McCarthy, FinTrU: Without the correct infrastructure, it would not have been possible for businesses such as FinTrU to adapt to a situation like COVID-19. This robust connectivity and investment in technology will be a very important consideration for any company when investing in a new market. However, risk and cybersecurity represent an important area for Financial Services organisations to consider. This industry is more reliant than ever on technology, and a lack of risk management or compliance can cost an organisation greatly.

Finally, I feel the most important consideration for a company when it comes to investing in a new market is the people. The talented workforce will make up your organisation in terms of the client delivery as well as shaping the company culture.

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Interviews

ZeroBounce COO Brian Minick Talks Email Marketing and Deliverability

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ZeroBounce COO Brian Minick Talks Email Marketing and Deliverability 3

For a channel that’s been deemed “dead” by some, email marketing is doing more than well. You can expect an average return of $42 for every dollar you invest. But what does it take to achieve such a high performance?

In this exclusive interview, ZeroBounce Chief Operating Officer Brian Minick breaks down the main ingredients of successful email campaigns. With more than 10 years of experience in Operations, Minick and his team are currently helping thousands of email senders across the world land in the inbox. Let’s see what he has to say about improving inbox placement, engagement, and email marketing ROI.

What are the biggest changes you’ve seen in email marketing this year?  

So many facets of the economy and the world have slowed down drastically or even stalled completely, but one thing showing no sign of stopping is email marketing. Email marketing is doing better than ever, but there are also new challenges that go along with this year.

Email engagement has gone up 200 percent since the pandemic hit. With everything being pushed online, it makes sense that businesses and people are heavily relying on email.

However, that’s not to say email marketing hasn’t suffered in other ways. There has been a massive increase in what we refer to in the industry as “churn.” Many were laid off or placed on leave. With their email addresses removed or abandoned, this has resulted in a rapid decline in email list quality.

Those bouncing emails lead to lost opportunities if companies don’t validate their lists regularly. Especially for the B2B sector, taking measures to restore email hygiene is paramount during these months.

How has ZeroBounce adapted to these changes to stay relevant in the market? 

For starters, we can easily help senders identify the bad email addresses once they get turned off. It’s important for many reasons, and one is to make sure you’re reaching real people.

Apart from that, we recognized our customers needed more tools to make their email marketing successful. So, this year, we launched three deliverability tools: a mail server tester, blacklist monitoring and an inbox placement tester. They all help marketers detect potential issues before they send, so they can increase their chances of landing in the inbox.

It’s a crazy time for all businesses and as the needs change, ZeroBounce likes to stay one step ahead.

From your experience talking to customers, what are the main challenges they have? How do they overcome them? 

Brian Minick

Brian Minick

Most of them have old databases that need cleaning. They may have an email list that has been dormant or neglected, and it causes bounces and spam complaints.

Sending newsletters or promotions to an outdated list is not a good idea. It jeopardizes the deliverability of emails to every person on the list, even the valid contacts. We help them get rid of the bad, ineffective and fake email addresses. Thus they can communicate more efficiently, boost their brand awareness, and increase ROI.

So many things go into creating a successful email campaign. What would you say are the most important ones? 

It’s so important to have a list made up of people who double opted in because you know they want to be there. Just as important is making sure all of your email addresses have been verified. These things ensure the greatest chance of arriving in the inbox.

But showing up, and doing so consistently, is only one part of it. You also need great subject lines. Your subject line is the first thing people see and it has a dramatic impact on your open rates.

Finally, well-written, relatable copy and a great call-to-action can push you across the finish line.

What type of content do you think brands should send out during these difficult months? 

It’s a tough time for so many. Brands have had to adapt their messaging and tone of voice, and those that didn’t have seen a decrease in engagement. People are less likely to respond to hard sell pitches right now. So, they key is to create content that shows genuine empathy – whether that content is for email, social media or other channels you use.

Keep in mind that everyone has felt these months, and some more than others. Show you’re there for people in a meaningful way.

Please give us one “trick” anyone can use in their email marketing today and see immediate results. 

Come up with two great options and then use A/B testing. Go with the one that works better!

What can you imagine in the future of email? 

With email growing in every way, and all indications showing no sign of slowing down, I see it getting even harder to land in the inbox. And if and when you do, every one of your emails will be competing with so many others.

Marketers are constantly refining their tactics and fine-tuning personalization to deliver the most relevant content, to the right person, at the right time. The competition will be even more intense, and that’s a good thing: it forces us all to get better.

What would you say to those struggling to keep their businesses afloat right now? 

Email marketing costs you very little, but has a great ROI. Keep on pushing and sooner or later you will find success. It is one of the most affordable ways to get in front of millions of people. If you aren’t using email to its fullest potential, don’t think about the time that has passed. Think of all the opportunities ahead of you.

It’s not too late. In fact, in many ways, it’s just starting.

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Creating transparency and accountability throughout the supply chain in the global seafood industry

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Thai Union Group PCL, a global seafood leader committed to innovation and globally responsible behavior, was awarded Best Group CEO Thailand 2019 and Best Group CFO Thailand 2019 in recognition of their dedication and commitment to excellence. Under the leadership of President and CEO, Mr. Thiraphong Chansiri and Group CFO, Mr. Joerg Ayrle, Thai Union has expanded from a business with an annual revenue of approximately 100 million USD to an operation with a revenue of more than 4.1 billion USD.

Mr. Joerg Ayrle, Group CFO, Thai Union Group PCL.

Mr. Joerg Ayrle, Group CFO, Thai Union Group PCL.

Their strategic vision and leadership has played a vital role in the company’s sustainability efforts towards transforming the seafood industry and has implemented several initiatives throughout the organization allowing Thai Union to be responsible and competitive with significant improvements inefficiency. In this exclusive interview, Group CFO, Mr. Joerg Ayrle, discusses the company’s success and their continuing commitment to sustainable solutions and leadership excellence.

Thai Union is a company with humble beginnings. First founded in 1977 as a canned tuna processor, Thai Union now has over 40 years of seafood processing experience and has grown to become one of the world’s leading seafood companies. “By expanding our footprint globally,” says Mr. Ayrle, “we now have a portfolio of market-leading seafood brands across Asia, the US, Europe, and the Middle East. We have production facilities all around the world and an incredibly passionate and dedicated workforce of more than 44,000 people. Since listing on the Stock Exchange of Thailand in 1994, Thai Union has continued to focus on profitable, sustainable growth and a steady performance. “More importantly,” he continues, “we focus on putting the interests of our stakeholders first, and this has been demonstrated through our ability to consistently pay dividends to our shareholders every year, as well as responding to consumer and market demands.

“As a consumer company, we recognize that lifestyles and consumption habits are shifting as consumers demand healthy, sustainable choices – now more than ever. This is why innovation is one of our key strategic pillars and plays an important role in driving business growth and shaping the future of the company as it gives us an uncompromising competitive advantage.”

According to Mr. Ayrle, Thai Union has also launched their Global Innovation Center (GIC), a state-of-the-art research center in central Bangkok to develop new products, maximize the value of co-products and improve their production processes. Beyond tuna oil, their ingredient business is expanding into more specialized marine nutrition products, as well as alternative proteins, which is seeing growing demand among the health-conscious consumers.

In collaboration with Mahidol University and the National Innovation Agency (NIA), Thai Union has co-founded SPACE-F, the first global food-tech incubator and accelerator in Thailand, which has been joined by Thai and international startups aimed to drive innovation in the food- tech industry. Additionally, as part of their continuous investment in innovation, Thai Union has established a Corporate Venture Fund with an initial commitment of 30 million USD for investments in innovative, start-up companies developing breakthrough technologies in food-tech. Their first investment was in Flying Spark, an alternative protein start-up.

Standing by their commitment to innovation and excellence, Thai Union developed SeaChange®, their global sustainability program in 2016, which has become a key pillar of company culture and corporate strategy. “It is a guidepost for all of our decisions and how we operate our businesses,” says Mr. Aryle. “Over the past many years, the seafood industry has faced a lot of criticism around human rights and sustainability. This is why Thai Union launched SeaChange® as a global sustainability program. SeaChange® demonstrates and promotes sustainable practices, from human rights to responsible sourcing, through transparency and greater accountability throughout the supply chain in the global seafood industry.”

As part of SeaChange®, Thai Union launched their Tuna Commitment in December of 2016, which is an initiative to responsibly source their branded tuna from fisheries that are either Marine Stewardship Council(MSC) certified, or engaged in Fishery Improvement Projects (FIPs) to move them towards MSC certification. “Our aim,” says Mr. Aryle, “was to achieve a minimum of 75 percent by the end of 2020. We’re proud to say we have already reached this goal, achieving 79 percent at the end of 2019.”

Their commitments to sustainability don’t stop with responsible sourcing,but extend to include ocean pollution and empowering workers’ voices. “On the ocean plastics front, Thai Union joined forces with the Global Ghost Gear Initiative in 2018 to tackle the problem of abandoned, lost, and discarded fishing gear,” says Mr. Aryle. “Regarding safe and legal labor, we have introduced our Vessel Code of Conduct, which is an extension  of the Thai Union Business Ethics and Labor Code of Conduct, built around crew contracts, wages, and health and safety, particularly for our suppliers dealing with workers on fishing boats.”

In order to promote greater levels of accountability and transparency across operations, Thai Union last year introduced a new, global Whistle blowing Platform in partnership with global compliance solutions provider, Navex, for all staff and workers to ensure strict compliance with ethical and legal standards in the workplace.

Thai Union’s on-going work on sustainability issues was recognized by being ranked number one in the world in the Food Products Industry Index in the 2019 Dow Jones Sustainability Indices (DJSI) for the second consecutive year,with SeaChange® driving the score achieving a 100th percentile ranking for total sustainability score. Thai Union was also included in the FTSE4Good Emerging Index for the fourth consecutive year, and has been recognized with the Best Sustainability Excellence Award at the SET Awards 2019 by the Stock Exchange of Thailand (SET).

In 2019, Thai Union was also ranked No. 1 on the inaugural Seafood Stewardship Index, which assessed the contribution of the world’s 30 largest seafood companies to the United Nations (UN) Sustainable Development Goals (SDGs). “These recognitions not only highlight our work in sustainability,” notes Mr. Aryle, “but also demonstrates our recognition by leading institutions around the world.”

In addition to their sustainability efforts, Thai Union’s excellence and leadership extends to their local communities as well. “Like any good corporate citizen,” says Mr. Ayrle, “it is important that we pay attention to the communities in which we operate. Thai Union is active across the world on both a local and group level.” The global seafood leader participates in beach clean-ups,sponsors local events to play a role in local culture, provides education to the children of migrant workers, hosts numerous workshops, and conducts community engagement and development programs in local communities. “In Bangkok, we were a proud sponsor of the 21st Bangkok International Festival of Dance and Music and have been a sponsor of the Thailand Volleyball Association for over 20 years, while in Europe we sponsor football teams for those in less privileged communities,” continues Mr. Ayrle. “This is all part of being a good corporate citizen, as well as an active, responsible participant in our communities.”

When discussing future plans for the company, Mr. Aryle states that Thai Union’s vision is to be the world’s most trusted seafood leader, caring for our resources to nurture generations to come. “We also seek to continue to deliver healthy, nutritious and sustainably-sourced products to our customers globally, creating sustainable value for our stakeholders.”

“This,” he notes, “is driven by three key pillars:

“First, strengthening our core business: Thai Union is focused on achieving sustainable, profitable growth, with an emphasis on continued investment in productivity enhancement, and the turnaround or rationalizing of loss-making businesses.

“Second, building new value-enhancing businesses: We are expanding into new, attractive, value-enhancing areas to diversify and shift our portfolio, investing into new and more profitable businesses, focused on growing our PetCare and Feed businesses, and exploring high-value, accretive M&A opportunities and investment in strategic areas.

“Third, leading the industry on sustainability: We are committed to ‘Healthy Living, Healthy Oceans’ and will continue to lead the industry on sustainability. We will expand our SeaChange® sustainability program to fight Climate Change and redouble our efforts to achieve globally-responsible operations and strong corporate governance.”

In light of the COVID-19 pandemic, Mr. Aryle also notes that the company’s key focus is cash preservation, capturing opportunities, and managing daily operations, with the health and safety of employees as their absolute top priority.

With the company’s success,excellence, and commitment to leadership in mind, we asked Mr. Aryle what, in his opinion, makes a good leader. “In my view,” he says, “a good leader plays different roles in different situations. A good leader has vision, direction, and forward energy to guide an organization to success. A good leader is caring and compassionate with their teams and with people who need support and coaching. A good leader must be trustworthy and transparent for stakeholders. They must know when to stand firm and when to listen and think to develop their own perspectives. But, most importantly, a good leader has humility, fosters collaboration and teamwork, and brings out the best in people and organizations.”

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