Over the last decade, cash equities trading has experienced a high degree of technological and business consolidation, driven by the downward pressure on margins in cash equities brokerage.
Since the installation of first transatlantic undersea cable, trading technology providers were tasked with simple mandates: Deliver information faster, from as many sources as possible and help investors and market operators to make better decisions and implement them quickly.
Despite experiencing unprecedented circumstances in 2020, financial institutions are required to remain compliant with regulatory mandates that were designed for quite different operational conditions.
GreySpark Partners’ review of Symphony Innovate 2020 conference event’s key themes and trends leads to consideration of the value that Symphony Communication’s software and ecosystem have for the capital markets financial services firms client base globally, beyond the collaboration tool itself.
The COVID-19 pandemic brought about an unprecedented set of challenges that are impacting the entire financial services global workforce both personally and professionally. Already months into the crisis and many financial institutions are still struggling to adapt to what is, in effect, a prolonged financial shock with a human resource issue at its heart.
As COVID-19 puts operational resilience in the regulatory spotlight, GreySpark considers the Financial Conduct Authority (FCA) and Prudential Regulation Authority (PRA) proposals on operational resilience, published just prior to the onset of the COVID-19 pandemic.
With most conference events in 2020 migrating from their traditional physical environments into the digital realm, so it was the case for the Symphony Innovate 2020 event, which saw participants congregate online in a reflection of changing work habits and patterns associated with the global pandemic.
COVID-19 has challenged the robustness of banks’ model risk management and EUC policies. In a context where market behaviors are uncertain and changing rapidly, banks need to adapt their approach to model risk management in order to keep business running as usual, whilst maintaining the quality of their pre-pandemic controls.
Beginning in the early 2000s, when the algorithms and software capable of performing transaction cost analysis (TCA) on a semi-automated basis first became prevalent, the definition of the function was always: a method of determining the effectiveness of a set of transactions performed by a counterparty – the key word within that definition being ‘effectiveness.’
Despite astronomical sums being spent by banks on surveillance – almost US$ 740m by 15 surveyed Tier I and Tier II banks alone in the first two years after MAR came into effect in the UK1 – electronic surveillance is still in its infancy, and gaps in efficacy and performance mean that there is appetite for further spending, development and automation.