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The Road to Digital Maturity for Investment Managers

  1. The Road to Digital Maturity for investment managers ✔ Becoming customer-centric ✔ Using the right technology ✔ Managing and leveraging data ✔ Investing in people & culture ✔ Protecting and mitigating threats
  2. The Road to Digital Maturity for INVESTMENT MANAGERS2 Becoming Customer-centric Using the right Technology Investing in People & Culture Protecting & Mitigating Threats Managing & Leveraging Data THE ROAD TO DIGITAL MATURITY INTRODUCTION Digital transformation has entered almost every industry. From financial services to healthcare, enterprise-level organisations are having to rapidly adapt to the new digital landscape, or risk losing business or worse. Digital maturity is one way of gauging a company's level of success on their road to digital transformation; and there are many factors involved in assessing this. In this white paper we focus on five areas that, from our experience, play a vital role in the road to digital maturity with investment managers in mind. 1. Becoming customer-centric Customer-centricity needs to exist at the core of a digitally mature business model and also become deeply embedded into organisational culture to be effective. 2. Using the right technology Underpinning the digital success, the correct balance of technology and talent will drive a company towards digital maturity. 3. Managing and leveraging data We are living in a data-driven world. Being able to effectively manage and leverage data in your industry has become a crucial requirement. 4. Investing in people and culture Long term growth and achieving digital maturity can only come with the right investment in people, ongoing training and cultural change. 5. Protecting and mitigating against cyber-threats With the growing level of cybersecurity threats, we feel security has become a cornerstone in becoming a digital leader.
  3. The Road to Digital Maturity for INVESTMENT MANAGERS 3 Many companies are in their infancy of a digital transformation, encompassing all aspects of their business to redefine how they operate with digital at the centre. We see digital transformation as a journey involving a complex ecosystem of capabilities and operational processes. Analysing digital maturity helps to shine a light on where businesses need to make changes fuelling the digital transformation of a business. Digital maturity can be measured across many segments of business functions; technology, operations, HR, process and innovation - all focused on a centralised efficiency around digital. In order for organisations to reach digital maturity, they need to reach all competencies by equal measure. It's clear from seeing the market penetration that many FinTech companies have achieved, with digital at the heart of their proposition, that asset and wealth managers have a fantastic opportunity. They can maximise the commercial benefits from investment into digital experience and blur the lines with the FinTech leaders. Asset and wealth managers need to lead both the ability to acquire and retain clients built around the impact of digital. Improving client satisfaction, customer experience and efficiencies in business operations will lead to increased AUM and revenue. Accessing digital maturity can be used in each phase of businesses digital transformation to help identify where there are gaps, establish key areas to focus on, and where to start. You will see through our digital transformation white paper the areas we have focused on attain to a truly holistic approach to digital and commercialising it through a business. Whether you need to create a centralised data strategy, consolidate a disparate technology footprint or build out a omni-channel analytics strategy, all of these work streams help measure your digital maturity and will keep you focused on the business objectives to see the value of investing in digital. As digital continues to change markets in where we find and engage with customers, organisations are transforming, evolving and redefining their strategies to adapt to new trends and market demands that are being driven by customer preferences. No digital transformation or maturity measurement should work on business efficiency alone – it’s vital to build a customer-centric strategy. From our annual digital marketing survey, we can see large percentage of the ‘developing’ segment of asset managers are planning to increase their digital investment in the coming 12-18 months which will lead to a deeper level of digital success in asset and wealth management. Gauging your businesses digital maturity today will help your organisation make better and more focused decisions around digital, and will ultimately lead to material benefits to your business and customers. Rich Watts Global Head of Digital, Kurtosys Driving digital transformation - a roadmap to digital maturity 0% 10% 20% 30% 40% 50% 60% Basic Developing Mature Advanced 35% 52% 11% 2% Source: The Kurtosys Asset Management Digital Marketing Survey 2018 When we asked 200 senior marketing executives to "At what stage of maturity would you say your company’s digital marketing is currently at?"
  4. The Road to Digital Maturity for INVESTMENT MANAGERS4 Lorem Ipsum Dolor Sit Lorem Ipsum Dolor Sit Lorem Ipsum Dolor Sit Prioritised activities Volume based KPIs Defined vision & strategy Quality based KPIs Sponsorship & increased investment Holistic KPIs Integral part of strategy development Agile strategic approach Business aligned strategy & roadmap Value based KPIs & weighted attribution Active championing & investment Lorem Ipsum Dolor Sit Support but basic Digital Maturity Assessment Strategic Approach Performance Improvement Process Management Buy-In No specific skills Core skills centralised Centralised & dedicated resources Balanced blend of marketing skills Decentralisation & re-training Resourcing & Structure Limited & dated Separate data, tools & IT Partially integrated systems Flexible approach to optimise resources 360 degree data sourcesData & Infrastructure Not integrated Responsive experience, but not personalised Partial personalisation Full contextual personalisation Integrated, personalised, web, mobile & social Integrated Customer Experience No strategy No KPIs Limited No Strategy Optimized “Market Leading” Defined “Competent” Developing “Basic” Quantified “Above Average” Ho In stra Agile st appmap Value based KPIs & ighted attribution ive championing & investment d resources Decentralisation & re-trainin urcing & Limited & dated Separate data, tools & IT Partially integrated systems 360 Responsive experience MEasuring digital maturity Before embarking on a full digital transformation initiative, it's important to try and gauge where your organisation sits on a scale of digital maturity. There are many ways to assess this, but the diagram below is one way to approach it - which is pitched at the enterprise company level. Measuring your company's digital maturity can help your organisation: »» Benchmark against your competitors »» Identify areas that need improving »» Highlight your strongest areas »» Setting targets and strategic goals for the future “Going digital is more like a journey than a destination. Predicting and preparing the next level of digitalization is an iterative learning and doing continuum.” –Pearl Zhu, Digital Maturity: Take a Journey of a Thousand Miles from Functioning to Delight
  5. The Road to Digital Maturity for INVESTMENT MANAGERS 5 Customer-centric companies are 60% more profitable compared to companies that are not focused on the customer (eConsultancy). This is a powerful statistic and should resonate with any industry with a goal of achieving digital maturity. Only by changing an organisational culture from the top down, and deeply embedding a customer-first strategy from within, can companies expect to see any effective results. Let's look at these key factors around becoming customer-centric. Improving the digital journey for customers (and buyers) According to KPMG, 89% of CEOs expect to be competing on the basis of customer experience. Improving the CX across your digital footprint is now considered perhaps the most important step in the road to digital maturity. Many enterprise-level companies have complex buying cycles. It's easy to talk about 'Amazon-like experiences' in the consumer world, but if you work in an industry where a sale might take six months and there are 10+ stakeholders involved, then it's a different ball game. This could be why, according to McKinsey, B2B companies lag behind in customer experience ratings (averaging less than 50% compared to 65-85% for B2C companies). With multiple buyers involved, analysing and improving the B2B buyer journey is therefore not an easy task, but not impossible. By mapping and recording the journeys of your existing customers you can start to see where improvements can be made. Whilst this process might expose flaws in your internal processes, it's important not to lose sight of the objective of the exercise. How can you improve the buying journey for your customers? Are you effectively able to capture all of the metrics when looking at the buyer journey? becoming customer-centric A Customer Success Perspective One of the biggest challenges every enterprise faces is the alignment between their service providers and the business units they serve. Regardless of industry sector every organization that provides services or product to a customer must have the ability to demonstrate value and relevance. They also need to ensure that every customer gains the maximum return on the investment they have made in the shortest possible time. In this customer-centric, focused world Customer Success plays a key role in addressing this challenge by establishing credibility, building trust, identifying pain points, clarifying shared goals and providing thought leadership from both an industry and product perspective. The Customer Success Manager, Account Manager, Business Relationship Manager or whatever name an organization places on this primary customer facing relationship role must employ various techniques to clarify strategy, stimulate innovation, prioritize investments, mobilize the appropriate resources and help ensure that business transitions deliver the full value that was expected from them. By providing this, over time an organization can help their customers reach a new level of maturity and take the customer / provider relationship level from “Ad Hoc” to “Strategic Partner”. Graham Harman Global Head of Customer Success, Kurtosys
  6. 6 The Road to Digital Maturity for INVESTMENT MANAGERS Improve personalisation for different audiences Personalisation has become a big deal in recent years. If you are looking for a shiny new DXP (Digital Experience Platform), then you will see personalisation as one of the top promoted features, and for good reason. In amongst an explosion of content marketing, we need a way to direct our messaging to the right buyers. If you are familiar with Account Based Marketing (or Sales), then you will already know that deep personalisation is a prerequisite for success. The same can be said for communicating to your customers - more so in fact, since you should know a great deal more about your customers versus potential buyers. In 2018, Gartner predicted companies that have “fully invested in all types of personalisation” will outsell by 20% companies that haven’t. Technology has become the enabler to getting a personalisation strategy right, but success comes back to becoming truly customer-centric across the board. Personalisation also goes well beyond email. Websites, documents and data can all be managed to suit different audiences, including customers and prospects. Enterprise- level websites should consider these factors in their personalisation strategy: »» Geography »» Language »» Customer or prospect »» Industry/vertical »» Buy-stage »» Account/company Being able to leverage the right data is a key component to much of this - by using a website platform that is fully integrated to your CRM, Marketing Automation and other systems. Personalising documents from the same source is also of huge benefit to companies who need to automate customer-facing or marketing documents. 0% 10% 20% 30% 40% 50% 60% 70% Personalisation & targeting Data-driven marketing Marketing automation Video marketing Chat bots / AI 62% 45% 41% Mobile marketing 10% 21% Voice optimisation 0% 4% Two options chosen Source: The Kurtosys Asset Management Digital Marketing Survey 2018 When we asked 200 senior marketing executives to "Name two areas of marketing that will be a priority for your department in the next 12 months" Further reading: The Asset Manager's Guide To Improving UX Through Personalisation
  7. 7The Road to Digital Maturity for INVESTMENT MANAGERS Measuring success and improving When we think about customer feedback we think about the B2C world, but being able to capture and effectively use feedback in a complex B2B environment is essential. By building an effective digital platform across your business, adding feedback mechanisms across multiple digital touch points should become an important segment in your roadmap to digital maturity. In B2B, the number of touch points can be vast and the measure of success can be hard to track. Here are some examples of KPIs typically tracked by enterprise-level companies: »» Churn Rate »» Monthly/Annual Recurring Revenue (ARR) »» Lifetime Customer Value (CLV) »» License Renewals »» Net New Customers »» Customer Satisfaction (e.g. Net Promoter Score) Directing feedback A big part of a successful feedback loop in B2B involves personalisation. There could be a large number of contacts at an organisation who you work with, but you should consider targeting selective stakeholders. When using feedback mechanisms like surveys, you should personalise and adapt the questions for different levels of seniority. A C-level contact will not necessarily be using your product, but a mid-level manager will - the wrong types of question can negatively impact feedback and cause frustration. Democratising customer data Another key element to improving and becoming customer-centric is democratising your analytics and data across your company. Having customer data siloed away and inaccessible is a backward step away from digital maturity - remember that in order to embed customer-centricity into your culture you have to empower your teams. The integration of systems is a critical factor here, which we will explore in the Technology Stack section further on. YOUR CUSTOMER NEEDS CUSTOMER CENTRIC YOUR COMPANY WANTS The sweet spot between what your customer needs and what your company wants. “Get closer than ever to your customers. So close that you tell them what they need well before they realize it themselves.” –Steve Jobs, Apple “If you’re not taking care of your customer, your competitor will.” –Bob Hooey, Motivational Speaker
  8. The Road to Digital Maturity for INVESTMENT MANAGERS8 USING the right technology The right technology strategy is critical in the road to digital maturity. Whilst technology is not an instant solution to digital transformation, it does play a vital role in the mix of people, culture and strategy. According to the Kleiner Perkins Internet Trends report, the average enterprise uses 91 marketing cloud services, and that's just in marketing! A further 90 services in HR, 60 in accounting and 41 in software development. As the number of cloud-based applications increases, the challenge is now to maximise effectiveness, integrate services and, where necessary, consolidate. Automation Good technology products should solve problems, save people time and reduce the burden of manual tasks. Automation using technology is one way to digitally transform traditionally manual processes in large businesses - for example, document automation where frequent documents are required with updated data and regular content. Effective document automation (at scale) relies on an aggregated and accessible source of data - once established, that 'golden' source of data can be utilised across documents, websites, apps and distributed to third-parties and partners. Integration Integration has become a vital 'feature' for any cloud-based technology. After any software demo, one of the most common questions will always be "great, but can I connect it to...?" Software integration is so important that it has become a business unto itself, with successful startups like offering a platform to connect applications together. When building a software 'stack' for any complex digital project, integration will be high on the priority list when assessing vendors and platforms. For example, a marketing stack could involve a CMS for web content, a marketing automation platform, a CRM, video content, a webinar channel, social channels and so on. If these services are not able to integrate neatly together then the result is a disconnected series of services with disparate metrics that would have to be manually aggregated. Also this route often comes with a negative effect on the user experience, not to mention the implementation. Living in the API economy Integration effectively means making use of APIs. Ever since Forbes talked about "the year of the economy" back in 2017, that term has become widely used in the digital world, but for good reason. The article also contained a useful diagram to illustrate a "Cloud Platform API Maturity Model" as shown below: One great example of why APIs matter so much, is how WordPress have developed their own REST API. Without going into technical specifics, what WordPress have done is open up their open-source platform even more to developers. In a nutshell their REST API enables the platform to interact with just about any site and web app, at the same time communicate and exchange data regardless of what languages an external program uses. Why does this matter? Well it goes back to the huge benefits of true integration. If you're building a technology stack then you should get familiar with what APIs can do, both for inbound and outbound data.
  9. 9 Consolidation We're living in an age of rapid innovation - there are literally thousands of SaaS applications available across all industries. Scott Brinker illustrates just one area of this, with over 7,000 apps listed in his martech 'supergraphic'. If you do an audit of how many cloud-based apps your department is using, you may be surprised. Some applications are obviously critical to business use, but with many niche applications around that are dedicated to one purpose, it's probably time to review and work out which ones can be consolidated. Benefits of a Digital Experience Platform Consolidation of technologies is exactly where a digital experience platform can help. Built upon a range of applications, a good DXP should offer multiple ways of creating, managing and distributing content as well as provide a deep level of integration to other services so that it becomes a hub. Some DXPs specialise in e-commerce, some offer more solutions for specific industries such as financial services. The important part is finding a platform that caters for your enterprise, and working out which services will help consolidate or streamline your overall technology stack. One example is using a DXP that offers services such as document automation, data management, website management, user authentication and so on. DXP CRM MARKETINGAUTOMATION ANALTYICS SOCIAL E-COMMERCE APIS DATA CMS DOCS USERS CONTENT PORTALS A Digital Experience Platform should cater for all digital aspects across an enterprise The Road to Digital Maturity for INVESTMENT MANAGERS “It’s supposed to be automatic, but actually you have to push this button.” –John Brunner
  10. 10 The Road to Digital Maturity for INVESTMENT MANAGERS MANAGING AND LEVERAGING DATA Data is the bedrock for marketing and sales in most enterprise organisations. Every decision and every initiative is likely backed up by data of some kind. It's therefore another important milestone in the road to digital maturity that data is accessible, aggregated and easily consumed by all teams across an organisation. Sales Enablement If you’re selling investment products, having the latest data is vital, but also having accurate and consistency data across marketing collateral is imperative. According to Aberdeen, 84% of sales reps with best-in-class sales enablement teams achieve their quota, compared to just 50% of sales reps with sub-par sales enablement. Asset managers will have many data sources so the process of enabling sales with the best materials can be a convoluted process. Additionally, everything needs go through a compliance workflow which can slow things down even further. To this end, having one web-based centralised data hub which aggregates financial data from various sources – but accessible in a marketing-friendly UI – is one way for CMOs to empower sales teams. With one central data source powering web pages and materials such as marketing documents, APIs can deliver the same data into office documents such as PowerPoint slide decks. For example, financial advisors could update their slides with the latest data without even asking the marketing/data teams, thus enabling them to quickly get on with their job and sell. The CRM plays a vital role in the story of sales enablement, with many enterprise organisations using their CRM as a platform. Most company departments are piping data into their CRM so that executives can see aggregated data attached to an account or contact. Everything from product, support, account management, sales, marketing and operations - integration to your company CRM is therefore vital when considering further technology. “Data is the new oil.” –Clive Humby “We’re entering a new world in which data may be more important than software.” –Tim O’Reilly, O’Reilly Media. Further reading: Improving Sales Enablement for Asset Managers
  11. 11The Road to Digital Maturity for INVESTMENT MANAGERS Improving Account-Based Sales & Marketing ABM is one of the hottest topics around in the world of marketing. Many marketers who've worked in financial services could argue that they "always been using account- based techniques" in their sales and marketing processes, since they regularly chase individual companies. But in a highly competitive world where asset managers in particular are facing many challenges and threats from disruptors and stricter regulation, technology can hugely improve account-based sales and marketing and give companies that edge they need to beat the competition. Successful ABM campaigns rely on deep research and hyper personalisation of content that can help target individual prospects and accounts. In financial services, accurate and compliant data is a critical piece of the makeup in this process. According to B2B research and advisory firm SiriusDecisions, 30% of marketers that worked in an account-based manner reported greater than 100% engagement increase with their C-level targets. But it's not just C-level targets that ABM can improve - companies that use ABM become 67% better at closing deals when they sync their sales and marketing teams (based on a report from Marketo). Using data across online and offline campaigns It's easy to think of digital first when we think about leveraging data - but a huge part of marketing and sales in financial services still (unfortunately) revolves around printed materials. As per our earlier point of large organisations using their CRM as the master source of data, the same can be said for financial data that is aggregated from multiple sources, then distributed across online and offline channels. Sales enablement and account-based sales and marketing all revolves around utilising data from one trusted source. Fund managers for example need an efficient and compliant source of data to populate both their product pages online and their PDF factsheets and prospectuses. The combination of CRM and Fund Data can be used as a powerful source when automating large amounts of investment products - with the added effect of deep personalisation with client and product data. TRADITIONAL DEMAND GENERATION FUNNEL awareness interest consideration purchase ACCOUNT-BASED MARKETING FUNNEL IDENTIFY EXPAND ENGAGE ADVOCATE
  12. 12 The Road to Digital Maturity for INVESTMENT MANAGERS INVESTING IN PEOPLE & CULTURE Digital transformation is more about people than technology. Technology is the enabler but true change is only possible through a fundamental shift in culture. That move to a truly digital culture also involves investment in people and training - it is not about firing your employees and hiring younger people! By adopting new processes and breaking away from traditional methods across an entire organisation, companies can take another step forward. A classic issue across financial services companies has been the disconnect between sales and marketing teams. Different departments needs to work together and "sync" their data, processes and communications to see and improvement. Although now a few years old, the McKinsey research into this tells a significant story, as they discovered cultural and behavioural challenges are the most significant barriers to digital transformation success. “Digital used to be about coding and IT; now it’s becoming a people business.” –Mary Kate Loftus, M&T Bank “You can’t delegate digital transformation for your company… You and your executives have to own it!” –Barry Ross, Ross & Ross International
  13. 13The Road to Digital Maturity for INVESTMENT MANAGERS Acceleration through low-code/no-code One highly positive move in the world of digital, has been the recent advances in low-code or no-code web development. Modern web page builders in CMSs such as WordPress mean marketers can design and build campaigns with little or no HTML knowledge. Drag and drop components allow executives to quickly perform actions that previously required custom development - such as gating content behind a login, or adding fund performance tools onto a product page. Low code is useful for automating manual processes in a visual environment, but still with access to some code for more advanced configurations. For example CRMs such as Salesforce adopt a low-code environment but also allow developers to use code for more complex actions and rules, as well as app development using their proprietary language Apex. WordPress is also another good example of a low- code environment for marketing teams, where visual interfaces are co-joined with access to code. No code environments include even more visual user interfaces, often with drag and drop functionality. Analytics platforms or marketing automation platforms are good examples of no-code environments, with visual UIs allowing marketers to create triggers, rules and complex automation processes with zero coding involved. The explosion in API platforms such as or Zapier also allow people to create complex actions with no coding required. Agile working Moving to an agile methodology is a positive step towards digital maturity. Large projects with long-term deadlines cause stress and aggravation, not to mention problems with delivery and implementation. By moving to agile and breaking projects into smaller chunks, teams can see a positive change and celebrate success as each milestone is achieved. Large enterprise website projects are a perfect example of how agile can create a smoother delivery by using a phased approach to delivery and avoiding bottlenecks and hard deadlines. Agile has been well documented to increase productivity, improve well-being of staff and reduce operating costs. One of the major benefits for customers is seeing a project move forward in steps and not having to wait in frustration for hard go-live dates. Value experimentation Give people freedom Break down silos Organize for collaboration Be open to outside suggestion Consult with experts Use data-driven decisions Distribute decision-making Move to the cloud Invest in continuous training Move to agile working
  14. 14 The Road to Digital Maturity for INVESTMENT MANAGERS PROTECTING AND MITIGATING THREATS You may not consider cybersecurity as a big part of digital maturity, but in the era of heightened threats online, digital security is vital. With an ever-increasing digital footprint in a large organisation - and especially in financial services - cybersecurity needs to be a huge consideration with all technology and processes. According to a joint Akamai & Forrester report from 2017, security breaches at large firms (with $100m+ in revenue) can have a pretty devastating effect across a business. With brand or reputational damage being the highest, reduced trust and sales are all affected in a big way. Akamai & Forrester report: "Drop A Pin At The Intersection Of Digital Experience And Security" The report also brings attention to how companies struggle to balance security with digital experience. It seems that the most secure companies are weaker on the digital side, partly to do with legacy systems and less cloud-based architecture. Whilst there is a lot of emphasis with acceleration in digital transformation, which is also includes terms like experimentation and agility, security should always be part of the foundation across an enterprise - both in the technology and the culture. Authentication and user management As companies become more digitally mature - their user base grows significantly, both in actual users and number of systems being accessed. User authentication and management is a critical factor in reducing data breaches and risks. Single-sign on architecture is one way to reduce the number of accounts and potential risks across users. By connecting services together and using a central user account such as a Salesforce login, this can also improve the user experience for your team as well as reduce risk. Multi-factor authentication is the obvious choice in the road to better security. Large banks have long been using services like RSA to authenticate users across their networks, but as the number of cloud services increases - other two-factor systems may be necessary to slot in to cover newer systems. Choosing software with flexible security features Enterprise financial institutions have common Infosec requirements for security, so it's important to take that into consideration when choosing software. Password expiry and complexity settings, MFA settings, IP restrictions are the kinds of configurable options that need to be catered for at enterprise level. Content Management Systems and websites are a common target for DDoS and brute- force hacking attempts, so it's imperative that they are fully secure in all areas and are regularly assessed as part of penetration testing. Achieving the balance between agility and security Security should not be the roadblock to achieving digital maturity. There must be a balance between moving ahead and staying secure. Working with your Information Security Team and staying transparent and open is one way to effectively achieve this balance. Many security risks or data breaches are caused by human error, so a continuous program of security awareness is as vital as technology to prevent hacks.
  15. 15The Road to Digital Maturity for INVESTMENT MANAGERS The average cost of a data breach is $3.86 million (IBM) 30 percent of companies have over 1,000 sensitive folders open to everyone (Varonis) 27 percent of data breaches are caused by human error (IBM) Enterprise ransomware detections rose by 21 percent since 2017 (Symantec) 80 percent of organizations planned to increase security spending in 2018 (ZDNet) The average time to identify a breach across all industries is 197 days (IBM) 40 percent of security incidents in 2017 were DoS attacks (Verizon) The Cybersecurity Maturity Model Just as there is a digital maturity model there is also one dedicated to cybersecurity. The cybersecurity maturity model below is something based on research from MIT Sloan (the business school of the Massachusetts Institute of Technology). Their research identified a simple yet telling series of steps around the culture which underpins a successful strategy in cybersecurity. Starting with employees' perception that the technology they use has security features (so it considered "taken care of"). Then progressing through to stages where their IT or management team are responsible for cybersecurity and it is "not their problem". In the final stage where cybersecurity related process and policy is embedded into every aspect of an organisation, then it becomes everyone's responsibility. When organisations are at this level, they have achieved another major milestone in the road to digital maturity. LEVEL 4 "Cybersecurity is everyone's job" LEVEL 3 "Managers will make the business secure" LEVEL 2 "The IT department will take care of it" LEVEL 1 "The technology has security features"
  16. ABOUT Kurtosys Kurtosys provides a unique Enterprise Content Management system for financial services firms. The Kurtosys platform enables marketing, sales, client service and operational departments to orchestrate all of their financial data, documents, websites and content in a secure environment. Trusted by the world’s leading investment brands, our platform enables financial institutions to automate manual processes, mitigate risks and reduce costs. Kurtosys solutions include secure websites, interactive data tools, automated factsheets, secure portals and document libraries. Our infrastructure and technology are underpinned by our global ISO-27001 certification in information security management; and we have a deep understanding of working at scale with data, information design, industry regulations and compliance issues. Founded in 2002, Kurtosys was funded from Silicon Valley investment and now operates across four global offices and employs over 200 talented people. We work with some of the world’s largest financial brands that include banks, wealth managers, mutual fund providers and alternative investments. LONDON CAPE TOWN NORTH CAROLINA 77 Kingsway, 1st Floor, Mont Clare Place, 35 Main Road, 5171 Glenwood Ave, London, WC2B 6SR, Claremont 7708, Suite 460, Raleigh NC 27612, United Kingdom South Africa United States T: +44 (0)800 029 1410 T: +27 (0)80 099 8415 T: +1 646 838 2030