Financial Services Sector

September, 2016Archive for

Are You Looking for a Way to Build Wealth for a Solid Financial Foundation for Your Family?

Monday, September 19th, 2016

You can begin building wealth today by opening an investment program account, create a solid financial foundation, and reach your financial goals for your family in a manageable and affordable way. Your goals might include saving for your children’s college education, a first or second home, your senior years, and funding a Roth I.R.A.

Investment programs may offer stocks, bonds, mutual funds, bond funds, and exchange-traded funds (E.T.F.’s) with emphasis on earnings, industry sectors, ratings, dividend yields, performance, risk factors, and growth positions.

These affordable and manageable investment programs allow you to purchase incrementally with a specific dollar investment on a regular weekly, bi-weekly, or monthly cycle. They are ideal for the beginning investor and the seasoned investor. Each program has specific requirements, such as minimum dollar investments, and related fees.

The fees are normally lower in this type of investment trading program. Another benefit is the ability to purchase incremental shares vs. single stock shares with a minimum purchase that is generally higher than a program such as this.

Perhaps your favorite new stock is selling for $59.75 per share and your regular investment amount is $250.00 per month, your purchase would result in 4.184 partial shares minus investment/trading fees charged. Each month with your regular investment, the stock price may change and the number of shares will adjust accordingly.

The best way to build your wealth is through dollar-cost-averaging by purchasing stocks on a regular cycle. The number of stock shares is larger at a lower stock price, while you may have fewer shares at a higher price. Your purchases take advantage of the lower market cycles over time.

With regular stock investments, you can grow wealth quickly and take advantage of dividend gifts throughout the year. You are accumulating more wealth as your portfolio increases in value due to the larger volume of shares owned. Then you receive more dividends on the previous dividends reinvested and added to the stock you already own.

You need to reinvest all of your dividends and leave your investments to grow; it is the only way to have your investments work for you and to build your wealth.

You can diversify your investments with stocks in different industry sectors such as computers/technology, healthcare, industrial, energy, financial, services, capital goods, aerospace, basic materials, services, construction, utilities, transportation, retail/wholesale, consumer, and auto/tires/trucks. You can balance the cyclic risk of under-performing sectors by including diverse sectors in your portfolio.

My small portfolio, which I opened ten years ago, is a self-directed stock investment program and a Roth I.R.A. where I purchased stocks in different industry sectors. I monitor the stocks and their news regularly while I have enjoyed stock splits with a consistent 20-26% annual portfolio growth. If any stock is underperforming over time (it happens), I sell it, research new stocks, and invest in them.

I rebalance my entire portfolio in both investments annually in January. I review each stock on a ten-year, five-year, one-year, and six-month analysis on the program website. I also review the dividend yields, income growth, and company news. I like dividends! All of these factors are important in my stock evaluation whether to maintain or sell a stock.

If you want to build wealth, you need to do your homework and research your stocks, funds, etc. unless you hire a professional to assist you or use the financial advisors within your investment program.

There is an enormous volume of investment information available through investment firms, banks, and financial advisors that will assist you in making informed decisions.

There are a number of investment publications and financial experts on TV, on podcasts, and on websites offering market analysis and advice.

All investments are subject to market fluctuations and the value of your investments may rise or fall based on world, political, business, and market conditions. There are not any guarantees.

The best investment program is one in which you feel comfortable with these factors and you can rest knowing your investment plan is working for you without causing worry and stress. Dependent on your age, investment needs, and financial ability, you can find a wealth-building plan today that maximizes your financial position and meets the financial goals and needs for your family.

How Outsourcing Helps Banking, Finance and Insurance Sectors?

Monday, September 19th, 2016

The Banking & Finance service industry is undergoing a lot of challenges. Market instability, augmented regulation, reduced demand and raised competition are pushing the sector to embrace new and improved operating models. The process of outsourcing is adopted by the banking and financial organizations as a key strategic move to survive the current phase of the industry.
Business challenges:

The BFSI (Banking, Financial services and Insurance) industry has always been open to leveraging the benefits of outsourcing, possibly due to its financial preference. In short, the following reasons are fuelling the BFSI market to transform the way it is operating:

• Regulatory landscape (conceivably the most stern in decades) needs to be followed
• Economic uncertainties continue to tackle the major and emerging economy needs to be tackled
• Ever growing customer engagement models and channels need to be used and transformed
• The role that technology plays, chiefly in financial services, to define the top and bottom line of business growth needs to be restructured

The challenges above are very precise and different as compared to other business sectors and need special attention to get resolved. Financial service providers are coming up with effective ways to resolve these issues and enhance the business proficiency of banks and other financial institutions. End customers are demanding business agility and entrepreneurs are looking for partners who can help them exceed strategically in the market. BFSI is one of the top most business sectors that prefer outsourcing as an effective solution to cater to such business challenges.
Solution or service offerings:

To meet the above challenges, entrepreneurs should take the help of specialized service providers. With given below service offerings, a service provider empowers financial allied businesses to cater to the business requirements:

• Financial planning and management
• Market research
• Financial research and marketing
• Accounting BPO services
• Banking services
• SLA (Service level agreement) management

An outsourcing firm helps organizations to extend their level of expertise by offering skilled accountants and finance professionals who have years of working on this domain. They implement effective strategies, techniques and tools to enhance the process efficiency of financial businesses.


With in-depth domain expertise, a global delivery network and a strong operational excellence allow organizations to focus on the core business areas. Service providers manage complete business processes and supports finance related decision-making through their rich analytical and research capabilities. Besides, there are a lot more benefits of partnering with a financial service provider.

Overview of Zimbabwean Banking Sector (Part One)

Monday, September 19th, 2016

Entrepreneurs build their business within the context of an environment which they sometimes may not be able to control. The robustness of an entrepreneurial venture is tried and tested by the vicissitudes of the environment. Within the environment are forces that may serve as great opportunities or menacing threats to the survival of the entrepreneurial venture. Entrepreneurs need to understand the environment within which they operate so as to exploit emerging opportunities and mitigate against potential threats.

This article serves to create an understanding of the forces at play and their effect on banking entrepreneurs in Zimbabwe. A brief historical overview of banking in Zimbabwe is carried out. The impact of the regulatory and economic environment on the sector is assessed. An analysis of the structure of the banking sector facilitates an appreciation of the underlying forces in the industry.
Historical Background

At independence (1980) Zimbabwe had a sophisticated banking and financial market, with commercial banks mostly foreign owned. The country had a central bank inherited from the Central Bank of Rhodesia and Nyasaland at the winding up of the Federation.

For the first few years of independence, the government of Zimbabwe did not interfere with the banking industry. There was neither nationalisation of foreign banks nor restrictive legislative interference on which sectors to fund or the interest rates to charge, despite the socialistic national ideology. However, the government purchased some shareholding in two banks. It acquired Nedbank’s 62% of Rhobank at a fair price when the bank withdrew from the country. The decision may have been motivated by the desire to stabilise the banking system. The bank was re-branded as Zimbank. The state did not interfere much in the operations of the bank. The State in 1981 also partnered with Bank of Credit and Commerce International (BCCI) as a 49% shareholder in a new commercial bank, Bank of Credit and Commerce Zimbabwe (BCCZ). This was taken over and converted to Commercial Bank of Zimbabwe (CBZ) when BCCI collapsed in 1991 over allegations of unethical business practices.

This should not be viewed as nationalisation but in line with state policy to prevent company closures. The shareholdings in both Zimbank and CBZ were later diluted to below 25% each.
In the first decade, no indigenous bank was licensed and there is no evidence that the government had any financial reform plan. Harvey (n.d., page 6) cites the following as evidence of lack of a coherent financial reform plan in those years:

– In 1981 the government stated that it would encourage rural banking services, but the plan was not implemented.
– In 1982 and 1983 a Money and Finance Commission was proposed but never constituted.
– By 1986 there was no mention of any financial reform agenda in the Five Year National Development Plan.

Harvey argues that the reticence of government to intervene in the financial sector could be explained by the fact that it did not want to jeopardise the interests of the white population, of which banking was an integral part. The country was vulnerable to this sector of the population as it controlled agriculture and manufacturing, which were the mainstay of the economy. The State adopted a conservative approach to indigenisation as it had learnt a lesson from other African countries, whose economies nearly collapsed due to forceful eviction of the white community without first developing a mechanism of skills transfer and capacity building into the black community. The economic cost of inappropriate intervention was deemed to be too high. Another plausible reason for the non- intervention policy was that the State, at independence, inherited a highly controlled economic policy, with tight exchange control mechanisms, from its predecessor. Since control of foreign currency affected control of credit, the government by default, had a strong control of the sector for both economic and political purposes; hence it did not need to interfere.

Financial Reforms

However, after 1987 the government, at the behest of multilateral lenders, embarked on an Economic and Structural Adjustment Programme (ESAP). As part of this programme the Reserve Bank of Zimbabwe (RBZ) started advocating financial reforms through liberalisation and deregulation. It contended that the oligopoly in banking and lack of competition, deprived the sector of choice and quality in service, innovation and efficiency. Consequently, as early as 1994 the RBZ Annual Report indicates the desire for greater competition and efficiency in the banking sector, leading to banking reforms and new legislation that would:

– allow for the conduct of prudential supervision of banks along international best practice
– allow for both off-and on-site bank inspections to increase RBZ’s Banking Supervision function and
– enhance competition, innovation and improve service to the public from banks.

Subsequently the Registrar of Banks in the Ministry of Finance, in liaison with the RBZ, started issuing licences to new players as the financial sector opened up. From the mid-1990s up to December 2003, there was a flurry of entrepreneurial activity in the financial sector as indigenous owned banks were set up. The graph below depicts the trend in the numbers of financial institutions by category, operating since 1994. The trend shows an initial increase in merchant banks and discount houses, followed by decline. The increase in commercial banks was initially slow, gathering momentum around 1999. The decline in merchant banks and discount houses was due to their conversion, mostly into commercial banks.

Source: RBZ Reports

Different entrepreneurs used varied methods to penetrate the financial services sector. Some started advisory services and then upgraded into merchant banks, while others started stockbroking firms, which were elevated into discount houses.

From the beginning of the liberalisation of the financial services up to about 1997 there was a notable absence of locally owned commercial banks. Some of the reasons for this were:

– Conservative licensing policy by the Registrar of Financial Institutions since it was risky to licence indigenous owned commercial banks without an enabling legislature and banking supervision experience.
– Banking entrepreneurs opted for non-banking financial institutions as these were less costly in terms of both initial capital requirements and working capital. For example a merchant bank would require less staff, would not need banking halls, and would have no need to deal in costly small retail deposits, which would reduce overheads and reduce the time to register profits. There was thus a rapid increase in non-banking financial institutions at this time, e.g. by 1995 five of the ten merchant banks had commenced within the previous two years. This became an entry route of choice into commercial banking for some, e.g. Kingdom Bank, NMB Bank and Trust Bank.

It was expected that some foreign banks would also enter the market after the financial reforms but this did not occur, probably due to the restriction of having a minimum 30% local shareholding. The stringent foreign currency controls could also have played a part, as well as the cautious approach adopted by the licensing authorities. Existing foreign banks were not required to shed part of their shareholding although Barclay’s Bank did, through listing on the local stock exchange.

Harvey argues that financial liberalisation assumes that removing direction on lending presupposes that banks would automatically be able to lend on commercial grounds. But he contends that banks may not have this capacity as they are affected by the borrowers’ inability to service loans due to foreign exchange or price control restrictions. Similarly, having positive real interest rates would normally increase bank deposits and increase financial intermediation but this logic falsely assumes that banks will always lend more efficiently. He further argues that licensing new banks does not imply increased competition as it assumes that the new banks will be able to attract competent management and that legislation and bank supervision will be adequate to prevent fraud and thus prevent bank collapse and the resultant financial crisis. Sadly his concerns do not seem to have been addressed within the Zimbabwean financial sector reform, to the detriment of the national economy.

The Operating Environment

Any entrepreneurial activity is constrained or aided by its operating environment. This section analyses the prevailing environment in Zimbabwe that could have an effect on the banking sector.


The political environment in the 1990s was stable but turned volatile after 1998, mainly due to the following factors:

– an unbudgeted pay out to war veterans after they mounted an assault on the State in November 1997. This exerted a heavy strain on the economy, resulting in a run on the dollar. Resultantly the Zimbabwean dollar depreciated by 75% as the market foresaw the consequences of the government’s decision. That day has been recognised as the beginning of severe decline of the country’s economy and has been dubbed “Black Friday”. This depreciation became a catalyst for further inflation. It was followed a month later by violent food riots.
– a poorly planned Agrarian Land Reform launched in 1998, where white commercial farmers were ostensibly evicted and replaced by blacks without due regard to land rights or compensation systems. This resulted in a significant reduction in the productivity of the country, which is mostly dependent on agriculture. The way the land redistribution was handled angered the international community, that alleges it is racially and politically motivated. International donors withdrew support for the programme.
– an ill- advised military incursion, named Operation Sovereign Legitimacy, to defend the Democratic Republic of Congo in 1998, saw the country incur massive costs with no apparent benefit to itself and
– elections which the international community alleged were rigged in 2000,2003 and 2008.

These factors led to international isolation, significantly reducing foreign currency and foreign direct investment flow into the country. Investor confidence was severely eroded. Agriculture and tourism, which traditionally, are huge foreign currency earners crumbled.

For the first post independence decade the Banking Act (1965) was the main legislative framework. Since this was enacted when most commercial banks where foreign owned, there were no directions on prudential lending, insider loans, proportion of shareholder funds that could be lent to one borrower, definition of risk assets, and no provision for bank inspection.

The Banking Act (24:01), which came into effect in September 1999, was the culmination of the RBZ’s desire to liberalise and deregulate the financial services. This Act regulates commercial banks, merchant banks, and discount houses. Entry barriers were removed leading to increased competition. The deregulation also allowed banks some latitude to operate in non-core services. It appears that this latitude was not well delimited and hence presented opportunities for risk taking entrepreneurs. The RBZ advocated this deregulation as a way to de-segment the financial sector as well as improve efficiencies. (RBZ, 2000:4.) These two factors presented opportunities to enterprising indigenous bankers to establish their own businesses in the industry. The Act was further revised and reissued as Chapter 24:20 in August 2000. The increased competition resulted in the introduction of new products and services e.g. e-banking and in-store banking. This entrepreneurial activity resulted in the “deepening and sophistication of the financial sector” (RBZ, 2000:5).

As part of the financial reforms drive, the Reserve Bank Act (22:15) was enacted in September 1999.

Its main purpose was to strengthen the supervisory role of the Bank through:
– setting prudential standards within which banks operate
– conducting both on and off-site surveillance of banks
– enforcing sanctions and where necessary placement under curatorship and
– investigating banking institutions wherever necessary.

This Act still had deficiencies as Dr Tsumba, the then RBZ governor, argued that there was need for the RBZ to be responsible for both licensing and supervision as “the ultimate sanction available to a banking supervisor is the knowledge by the banking sector that the license issued will be cancelled for flagrant violation of operating rules”. However the government seemed to have resisted this until January 2004. It can be argued that this deficiency could have given some bankers the impression that nothing would happen to their licences. Dr Tsumba, in observing the role of the RBZ in holding bank management, directors and shareholders responsible for banks viability, stated that it was neither the role nor intention of the RBZ to “micromanage banks and direct their day to day operations. “

It appears though as if the view of his successor differed significantly from this orthodox view, hence the evidence of micromanaging that has been observed in the sector since December 2003.
In November 2001 the Troubled and Insolvent Banks Policy, which had been drafted over the previous few years, became operational. One of its intended goals was that, “the policy enhances regulatory transparency, accountability and ensures that regulatory responses will be applied in a fair and consistent manner” The prevailing view on the market is that this policy when it was implemented post 2003 is definitely deficient as measured against these ideals. It is contestable how transparent the inclusion and exclusion of vulnerable banks into ZABG was.

A new governor of the RBZ was appointed in December 2003 when the economy was on a free-fall. He made significant changes to the monetary policy, which caused tremors in the banking sector. The RBZ was finally authorised to act as both the licensing and regulatory authority for financial institutions in January 2004. The regulatory environment was reviewed and significant amendments were made to the laws governing the financial sector.

The Troubled Financial Institutions Resolution Act, (2004) was enacted. As a result of the new regulatory environment, a number of financial institutions were distressed. The RBZ placed seven institutions under curatorship while one was closed and another was placed under liquidation.

In January 2005 three of the distressed banks were amalgamated on the authority of the Troubled Financial Institutions Act to form a new institution, Zimbabwe Allied Banking Group (ZABG). These banks allegedly failed to repay funds advanced to them by the RBZ. The affected institutions were Trust Bank, Royal Bank and Barbican Bank. The shareholders appealed and won the appeal against the seizure of their assets with the Supreme Court ruling that ZABG was trading in illegally acquired assets. These bankers appealed to the Minister of Finance and lost their appeal. Subsequently in late 2006 they appealed to the Courts as provided by the law. Finally as at April 2010 the RBZ finally agreed to return the “stolen assets”.

Another measure taken by the new governor was to force management changes in the financial sector, which resulted in most entrepreneurial bank founders being forced out of their own companies under varying pretexts. Some eventually fled the country under threat of arrest. Boards of Directors of banks were restructured.

Economic Environment

Economically, the country was stable up to the mid 1990s, but a downturn started around 1997-1998, mostly due to political decisions taken at that time, as already discussed. Economic policy was driven by political considerations. Consequently, there was a withdrawal of multi- national donors and the country was isolated. At the same time, a drought hit the country in the season 2001-2002, exacerbating the injurious effect of farm evictions on crop production. This reduced production had an adverse impact on banks that funded agriculture. The interruptions in commercial farming and the concomitant reduction in food production resulted in a precarious food security position. In the last twelve years the country has been forced to import maize, further straining the tenuous foreign currency resources of the country.

Another impact of the agrarian reform programme was that most farmers who had borrowed money from banks could not service the loans yet the government, which took over their businesses, refused to assume responsibility for the loans. By concurrently failing to recompense the farmers promptly and fairly, it became impractical for the farmers to service the loans. Banks were thus exposed to these bad loans.

The net result was spiralling inflation, company closures resulting in high unemployment, foreign currency shortages as international sources of funds dried up, and food shortages. The foreign currency shortages led to fuel shortages, which in turn reduced industrial production. Consequently, the Gross Domestic Product (GDP) has been on the decline since 1997. This negative economic environment meant reduced banking activity as industrial activity declined and banking services were driven onto the parallel rather than the formal market.

As depicted in the graph below, inflation spiralled and reached a peak of 630% in January 2003. After a brief reprieve the upward trend continued rising to 1729% by February 2007. Thereafter the country entered a period of hyperinflation unheard of in a peace time period. Inflation stresses banks. Some argue that the rate of inflation rose because the devaluation of the currency had not been accompanied by a reduction in the budget deficit. Hyperinflation causes interest rates to soar while the value of collateral security falls, resulting in asset-liability mismatches. It also increases non-performing loans as more people fail to service their loans.

Effectively, by 2001 most banks had adopted a conservative lending strategy e.g. with total advances for the banking sector being only 21.7% of total industry assets compared to 31.1% in the previous year. Banks resorted to volatile non- interest income. Some began to trade in the parallel foreign currency market, at times colluding with the RBZ.

In the last half of 2003 there was a severe cash shortage. People stopped using banks as intermediaries as they were not sure they would be able to access their cash whenever they needed it. This reduced the deposit base for banks. Due to the short term maturity profile of the deposit base, banks are normally not able to invest significant portions of their funds in longer term assets and thus were highly liquid up to mid-2003. However in 2003, because of the demand by clients to have returns matching inflation, most indigenous banks resorted to speculative investments, which yielded higher returns.

These speculative activities, mostly on non-core banking activities, drove an exponential growth within the financial sector. For example one bank had its asset base grow from Z$200 billion (USD50 million) to Z$800 billion (USD200 million) within one year.

However bankers have argued that what the governor calls speculative non-core business is considered best practice in most advanced banking systems worldwide. They argue that it is not unusual for banks to take equity positions in non-banking institutions they have loaned money to safeguard their investments. Examples were given of banks like Nedbank (RSA) and J P Morgan (USA) which control vast real estate investments in their portfolios. Bankers argue convincingly that these investments are sometimes used to hedge against inflation.

The instruction by the new governor of the RBZ for banks to unwind their positions overnight, and the immediate withdrawal of an overnight accommodation support for banks by the RBZ, stimulated a crisis which led to significant asset-liability mismatches and a liquidity crunch for most banks. The prices of properties and the Zimbabwe Stock Exchange collapsed simultaneously, due to the massive selling by banks that were trying to cover their positions. The loss of value on the equities market meant loss of value of the collateral, which most banks held in lieu of the loans they had advanced.

During this period Zimbabwe remained in a debt crunch as most of its foreign debts were either un-serviced or under-serviced. The consequent worsening of the balance of payments (BOP) put pressure on the foreign exchange reserves and the overvalued currency. Total government domestic debt rose from Z$7.2 billion (1990) to Z$2.8 trillion (2004). This growth in domestic debt emanates from high budgetary deficits and decline in international funding.


Due to the volatile economy after the 1990s, the population became fairly mobile with a significant number of professionals emigrating for economic reasons. The Internet and Satellite television made the world truly a global village. Customers demanded the same level of service excellence they were exposed to globally. This made service quality a differential advantage. There was also a demand for banks to invest heavily in technological systems.

The increasing cost of doing business in a hyperinflationary environment led to high unemployment and a concomitant collapse of real income. As the Zimbabwe Independent (2005:B14) so keenly observed, a direct outcome of hyperinflationary environment is, “that currency substitution is rife, implying that the Zimbabwe dollar is relinquishing its function as a store of value, unit of account and medium of exchange” to more stable foreign currencies.

During this period an affluent indigenous segment of society emerged, which was cash rich but avoided patronising banks. The emerging parallel market for foreign currency and for cash during the cash crisis reinforced this. Effectively, this reduced the customer base for banks while more banks were coming onto the market. There was thus aggressive competition within a dwindling market.

Socio-economic costs associated with hyperinflation include: erosion of purchasing power parity, increased uncertainty in business planning and budgeting, reduced disposable income, speculative activities that divert resources from productive activities, pressure on the domestic exchange rate due to increased import demand and poor returns on savings. During this period, to augment income there was increased cross border trading as well as commodity broking by people who imported from China, Malaysia and Dubai. This effectively meant that imported substitutes for local products intensified competition, adversely affecting local industries.

As more banks entered the market, which had suffered a major brain drain for economic reasons, it stood to reason that many inexperienced bankers were thrown into the deep end. For example the founding directors of ENG Asset Management had less than five years experience in financial services and yet ENG was the fastest growing financial institution by 2003. It has been suggested that its failure in December 2003 was due to youthful zeal, greed and lack of experience. The collapse of ENG affected some financial institutions that were financially exposed to it, as well as eliciting depositor flight leading to the collapse of some indigenous banks.

Interview Preparation For Financial Services Professionals

Monday, September 19th, 2016

What makes it any different from job searches anywhere and for any other sector? Well, for a start there is a very definite skill set required to get you through the door, ally that with a set of specific qualifications and heavily pre screened references and credit checks then its no wonder that many say that the job search for the financial adviser is the next most stressful lifetime decision after moving house.

The object of this article series is to make this process a little less stressful and to try and assist you in getting the job that you want!

Firstly, one of the most important things to do is to prepare by researching the company you are interviewing for.When anyone attends an interview they are being judged not only on their qualifications and experience but, more importantly, how they present themselves and the impact made on the interviewee. It is a fact that in financial services recruitment people who are less experienced but are better prepared will have a far higher chance of getting the job. something like 90% of people do not prepare for their job interview and of course, that preparation, especially in financial services recruitment should include researching the company you are potentially trying to work for. Its vitally important that you are one of the 10% that do the job properly.

What do the majority of financial advisers or IFA roles entail? Of course there is the advice part of the role, that goes without saying but there is also a very heavily sales focused aspect to any financial advisory or IFA role and the chances are that if you are trying for a financial advisory position, you will have some sales experience and consequently some sales figures and performance indicators. These must be gathered together in one folder and taken to the interview, ready to hand over when the interviewer requests any demonstrable indications that you have sold something before. Good strong sales figures are the mainstay of any financial advisers toolkit when searching for new employment and they must be to hand and ready to go.

The third important aspect of any financial services, financial adviser or IFA interview is the interview questioning. there is a staple within financial services recruitment that the interviewing organization need to know that the potential employee will have the correct competencies for the role. Therefore competency based questions will often be used to determine whether or not that is the case. A competency based question will often go along the lines of “tell me about a time you have motivated a colleague?” or something similar. There is a definite way to answer these questions and it follows the STAR structure – S-situation, T-task, A-action and R-result. You must answer the question historically and giving a S or situation that you have encountered, a T or task that you have had to overcome, the A or action put in place to overcome that task and the R or result that came about from that action. Its a simple structure to follow but it could be the difference between you securing the financial adviser or IFA job you want or not getting your dream job. Financial services recruitment has particular foibles but they along with any industry peculiarities can be overcome with good preparation.

Financial Services Risk Management Spurs Cloud Technology Growth

Monday, September 19th, 2016

Risk management, margin risk capital resources, analyzing portfolio, systemic, and operational risks are just a few of the high-profile topics from the Institutional side of the market.

How to analyze Risk properly, how to leverage it, and how to control risk are discussions that are ongoing for the Institutions, particularly for the Buy Side Institutions as the new regulations for their business models are just getting underway. The Sell Side Institutions new regulations have settled in and are looking to become the norm over the next few years.

With so much attention in risk management, there is a huge opportunity for companies that offer solutions to the Buy Side Institutions, which control trillions of dollars in assets across the entire spectrum of financial markets.

The competition for dominance is just beginning to heat up with both private companies and big blue chip firms vying for the lucrative client base from the Buy Side. Now that Derivatives are all moving to clearinghouse regulations and reporting based on the Frank Dodd Act and EMIR, the scramble for dominance is just beginning but there are companies already setting precedence that could take that firm to dominance in their market niche.

This is an area that retail traders and smaller funds can use to find stocks with strong growth potential for trading and investing. As the financial industry invests in risk management services and tools, a few companies that offer these products and services will have strong stock trends.

Whenever there is a huge demand for a new technology service or product, new opportunities for trading and investing emerge rapidly. Often times retail investors, retail traders, and smaller funds are unaware of the growth in a sector until long after the stocks have moved up. By recognizing early on that a new technology is in high demand, traders, investors and small funds are able to enter the stock sooner in its trend.

Most of the time these kinds of new technology opportunities are not mentioned in the retail side news until long after stocks and companies have reached market dominance. Recognizing the potential for a niche growth in several sectors before the stocks have moved up in long term trends is key to taking advantage of the new opportunity.

At this time there is a mixture of private companies, companies posturing for IPO, young listed firms, and venerable big blue chip companies in the Risk Management Solutions Services sector. What is important to remember is that it is rarely the big blue chip firm that becomes the dominant new contender company, but the younger firms that offer the greatest stock trading and stock investing profitability.

The Financial Services Industry need for strong risk management tools, products, services, and solutions has continued to rise over the past 3 years and now as the final stages of Frank Dodd and other regulations become mandatory all firms in the Financial Services Industry must comply. This means a huge surge of revenues are heading toward this new technology area this year.

The potential for many companies is the largest in many years. The Financial Services Industry need for risk management will be an ongoing revenue source for many years, and will continue to expand into more and more diverse analytical tools, solutions, and services.

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