The latest

We just finalized the implementation of the real estate asset management software package Reaturn (vendor Reasult). Besides the standard implementation a new automatic workflow was created for the monthly invoices and rental income; thus saving tons of time and adding to less errors in the workflow.

January we finalized the implementation of MiFID II at one our clients. The implementation went smoothly, without any real issues. Now stay tuned for updates on the regulation!

Central clearing for an asset manager(AuM 19 billion). The primary objective was to move all assets in scope from bilateral agreements towards centrally cleared. Since the organization had no clearing contract with CCM the whole foundation had to be set up.

The regulatory reporting for EMIR is converted to the EMIRIS platform (Virtusa). A overhaul of the implemented ruling for what and how to report was done for the client since their last update was from 2014. The client is now compliant with the EMIR regulation.

Implementing the European regulation for communication towards pension holders (Wet Pensioen Communicatie WPC). The implementation’s scope was all outgoing communication towards participants; email, letters, website, verbal communication and all other touchpoint with participants.

Running 2 diverse project portfolios. Both portfolios were aimed at raising the service for clients both on internal initiative and externally driven (commercial projects).

Due to increased regulatory compliance many financial institutions struggled with the compliance function. Some institutions joined forces to build a supplier of risk and compliance solutions.   Our role was to create the department responsible for the risk and compliance approach and the personnel staffing. We worked hands-on to establishing the business requirements and building the processes to support the […]

We built the PMO / CIO office from scratch to an integral support organization. We run the day-to-day activities. Reducing the total number of projects from over 40 to 15. Pushing stalled projects forward (projects were running for over 2 years without delivery). Creating an environment focussed at delivery on scope, within budget and on time.