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As a concept IBOR – Investment Book of Record – has been around for some time, but has recently gained wider acceptance in the investment management industry. Investment managers seeking IBOR solutions have indicated some concerns that should be addressed, including:
We’re all chasing growth. We do it for our clients, for our employees, for our boards of directors. We do it for our families and – if we’re honest about it – we do it for ourselves. Bigger is better, and getting there is a thrill that most executives simply cannot resist. At least, I can’t.
Do you remember a day when you weren’t asked a question? I don’t, and I hope the same is true for you. Questions spark innovation. When a colleague and I conceived the Archer platform over fifteen years ago, we started with a question about investment management efficiency.
In a Financial Times article from 2011, writer Paul Taylor helped define the term “middle office.” As word about the middle office spread, consultants like PwC chimed in on the conversation and offered their view of middle office scalability in times of profit pressure.
Investors of high net worth expect and deserve white-glove service. They are financially literate, entrepreneurial and exacting. They are highly protective of their privacy and of their reputations. They demand much of themselves and even more of those with whom they associate. This is also true of investment managers and service providers who work in partnership to serve these investors.
As you may know, we at Archer recently went through a rebranding. (see: "Market Street Advisors Rebrands as Archer"; a fervent nod to the folks at FVM for their great work!) A lesson learned in the process is that part of ensuring a successful brand is to maximize its use, consistently.
Thinking back to the 70s and 80s might have you reminiscing about the release of Star Wars, the death of disco, or the establishment of the brand new Cable News Network, CNN. Those who are veteran to the investment management industry may also be reminded of how third-party fund accountants and transfer agents sprang up to meet the needs that arose from the mutual fund boom experienced at the time.