Client Onboarding: Estimating for the future (Part 2 of 2)

By R. Kamath

In the previous post, we saw how client onboarding is being deeply affected by the changes happening in asset and wealth management – changes that are being driven mostly by investors, financial professionals and regulators. Many financial institutions are actively looking to improve the onboarding experience to improve their client acquisition, retention and cross-sell metrics, and are making technology investments towards this end. Onboarding processes can be long and complex, which means these investments are often not trivial.

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Client Onboarding: Estimating for the future (Part 1 of 2)


By R. Kamath

Read part 1 of LiquidHub’s Onboarding viewpoints in which we discuss a mechanism that CTOs can employ to predict the efficacy of their current investments to handle future changes, without necessarily completely knowing what those changes might look like. This viewpoint discusses the changes affecting client onboarding in Asset and Wealth management.

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Customer is King

“To satisfy the customer is the mission and purpose of every business.” Peter Drucker’s words are as true today as they were in 1973, when he published Management: Tasks, Responsibilities and Practices.

But recently the gap between big companies and the customers who bought their products and services has grown only wider. The customer might be king, but often as a platitude supported by legacy technology.

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Competing for Policyholder Retention Via Best in Class Claims Handling

Everybody can appreciate a fresh start. A new year, new president, new diet, whatever it may be, if it’s new it invariably offers a chance to overhaul, reassess, or rearrange. In some cases, a new beginning can also be good for business. Take, for instance, what happened at a large Property & Casualty Insurance Carrier when a new Chief Claims Officer joined the company.

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The Power of Interpersonal Skills in Project Management Project Management Series

This Project Management Series will highlight the top three interpersonal skills with the power to influence successful project and program management. These same interpersonal skills apply to business success. We continue the series by revealing the #2 most important interpersonal skill for Project Managers to employ. Stay tuned for the #1 most important interpersonal skill for Project Managers.

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