Special Report July 2020

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Read the Deeper Dive >>

About 15 years ago we recognized a need to give our clients online access to their data, rather than just sending them hard copy documents and data stubs. At the time, we built out what we called our Manager Dashboard, which was essentially a report writing capability that took the data we were processing for our clients and delivered it online in an actionable way. Around the same time, we started offering an Investor Dashboard, which initially was simply a secure document portal. For example, the statement an investor normally would have received in the mail could be viewed by logging into the highly secure portal.

second screen of question 1 for Carol Higgins access to their data, rather than just sending them hard copy documents and data stubs. At the time, we built out what we called our Manager Dashboard, which was essentially a report writing capability that took the data we were processing for our clients and delivered it online in an actionable way. Around the same time, we started offering an Investor Dashboard, which initially was simply a secure document portal. For example, the statement an investor normally would have received in the mail could be viewed by logging into the highly secure portal.

You’ve talked about the relationship between managers and investors. How has the dashboard experience changed for both?

Do you see more managers looking to outsource their technology needs rather than try to keep up with the cost of the latest innovations?

Question 2:

Where do you see the opportunity for them to improve the investor experience?

Question 3:

Question 1:

To improve the investor experience overall, they need to focus on the aggregation of data across multiple vendors and throughout the firm itself, fund administration activities, and any operational outsourcing. Drilling down, there’s a big opportunity in hyper-focusing on investor data management from onboarding, to aggregation, to the racking and stacking of data, and delivering it back to the investor. This is the underserved and underutilized part of the business. That could become particularly important to firms especially now, as they tend to realize how much more important client relationships are when there’s any kind of economic downturn or extreme market volatility.

I think it’s more about focus and intent – what technology can we can take off their plates so they can focus on the more value-based portions of their job. On the regulatory side, for example, we can do a lot of the processing so that the manager just has to review the output and weigh in on anything that might affect the firm. Once a manager is comfortable with an outsource partner, they often start to consider what else they can delegate so their firm can focus on its core functions and competencies – and while they may outsource the underlying work to a trusted partner, they are still able to maintain ultimate control and authority. We don’t talk about it like we’re smarter than our clients. We might say, “We do this for 250 clients who run businesses similar to yours. rket volatility.

John H. Doe Head of Investment Research Company B

Harry Venatta Head of Global Sales Company B

Carol Higgins Senior VP and CIO Company A

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