Dec 03

A former regulator’s take on AI, Big Tech, and RCM

By Ascent Team Blog

Rick Bonhof. Managing Consultant, Synechron We recently sat down with Rick Bonhof, a managing consultant who leads the Amsterdam regulatory change and compliance practice within the business consulting arm of Synechron—a leading digital transformation consulting firm that accelerates digital initiatives for banks, asset managers, and insurance companies around the world.

In his role, Bonhof oversees a team of experts who help clients build the regulatory framework that enables compliance. As an advisor for the digital-first firm, Bonhof is hyperfocused on making compliance more efficient through the use of technology, leveraging emerging tech such as machine learning and existing systems such as GRCs.

Prior to Synechron, Bonhof served as a supervision officer for Dutch regulator Autoriteit Financiële Markten (AFM) at the height of the 2008 financial crisis. After spending seven years crafting and executing supervisory strategy for AFM, he decided to redirect his work from supervising firms to actually helping them become compliant with regulation. And so, after witnessing how Synechron helped a number of financial institutions get back on track with EMIR (the EU equivalent of Dodd Frank in the US), Bonhof transitioned to the firm.

During our sit-down, Bonhof shared his blended supervisory-consultative perspective on a variety of topics—from the role of regulatory change management during the COVID-19 pandemic to how Big Tech will shape the future of financial services.

Editor’s note: This interview has been lightly edited for clarity.

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Setting the Record Straight on Regulators

Touching on his experience as a former regulator, Bonhof kicked off our conversation by sharing what he wished compliance professionals knew about regulators, and what he wished he had known as a regulator.

When I made the switch from regulator to consultant, I realized that a lot of financial firms are afraid of regulators. But the reality is that regulators are people too and most are not out to fine you. What I think compliance professionals sometimes forget is that if you’re able to explain to regulators why you made certain decisions and how you implemented certain requirements, they’ll listen to you.

“A lot of financial firms are afraid of regulators. But the reality is that regulators are people too and most are not out to fine you.”

My advice to compliance professionals is to document their interpretation of the rule and why they applied the rule in a certain way according to their interpretation, so they have all of the information they need when it comes time to talk to regulators.

On the flip side, what I wish I had known as a regulator was, no matter how simple a request for information may seem on paper, it doesn’t actually mean that there’s a clearcut way to gather requested information or to implement a new rule. Many financial institutions do not start out as multinational global-spending institutions—they grow through mergers, acquisitions, and restructuring.

So there’s a whole collection of teams that suddenly need to contribute to this “one simple request,” making it not so simple after all.

Managing Regulatory Change in the Time of COVID

Bonhof has long emphasized the importance of having a well-documented regulatory change management (RCM) strategy, especially when it comes to major events such as financial crises, election years and of course — the COVID-19 pandemic.

When it comes to regulatory change management, my mantra has been “take control, be in control, and demonstrate control.”

“Take control” is about understanding what your obligations are, understanding the impact of them, and then implementing and enforcing a compliant process.

“Be in control” is about understanding where your firm is in terms of compliance with the requirements, and revisiting both its requirements and compliance processes frequently. You should not only be control testing your processes to understand whether your firm is compliant with existing rules, but also monitoring whether there’s a change coming that could impact compliance with those rules. And, if there is a change on the horizon, then you need to go back to “take control” and proactively act on it.

Lastly, “demonstrate control” is about being able to take the evidence that you have and explain both internally and externally to what extent you comply with those measures.

How to Avoid Dropping the Ball on RCM

In Bonhof’s view, the biggest mistake that firms can make when implementing RCM best practices, is to treat them as a one-time solution.

Most regulatory change management processes are driven by a regulatory change implementation date. Let’s say that a firm has to comply with X, Y, and Z by January 1, 2021. What I’ve found (and even been guilty of myself) is that many firms focus solely on making that milestone without the end result in mind. So once the firm does reach it, everyone sort of drops the ball and says, “We’re done, we made it.” But that’s the wrong approach because 2021 does not mark the end of implementing that change, it actually marks the start of it.

What I’ve found (and even been guilty of myself) is that many firms focus solely on making [a] milestone without the end result in mind.

Firms are expected to be compliant with that new rule, and need to have a roadmap that accounts for what comes after that date. Firms often put makeshift technical solutions in place to meet the deadline, but then what happens is the technical solution silently becomes the structural solution. The result is that there’s no roadmap beyond that point to account for new data that needs to be tracked or changed, resulting in an issue of data quality and therefore explainability.

COVID Response: Swings of the Regulatory Pendulum

To Bonhof, regulatory change management has never been more important as the pandemic response continues to fold. While he and his team have seen the easing of certain regulatory requirements, they have also seen the mounting impact of others.

On the one hand, the regulatory response to the pandemic has been to suspend certain requirements in order to alleviate the burden of regulation. However, at the same time, we’ve also seen an increase in requests for financial firms to implement certain risk measures from regulators such as the European Securities and Markets Authority.

For example, we had an “intelligent lockdown” in the Netherlands that prohibited us from going to the shops or the cinema. As a result, this (like other lockdowns across the globe) had a large impact on service providers, as many businesses had outstanding loans with financial institutions and were suddenly not able to make good on those loans. This has led to a tipping of scales with regulators adding more capital reporting requirements, while continuing to suspend or delay implementation of other regulatory requirements. For example, ESMA deferred the final two phases of its bilateral margin requirements to provide additional operational capacity for counterparties to respond to the immediate impact of COVID-19.

On the Importance of Innovation in IRM

While regulators have been more forgiving during the pandemic, they have also become increasingly more aware of all of the possible gap—bringing the topic of Integrated Risk Management (IRM) to the fore. Here’s Bonhof’s take on IRM.

Integrated Risk Management allows you to identify what risks exist within your firm, define a response to those risks, and then determine whether your firm is within that risk appetite. Ultimately, IRM combines all of those processes and rolls them up into a multi-level process chart where you can prioritize risks and pinpoint which ones are of the highest risk to your firm.

IRM is such a hot concept right now because regulators are putting more emphasis on it.

As part of Synechron’s FinLabs RegTech accelerator suite, I’ve actually had the opportunity to work on automating parts of IRM. Knowing how effective your controls are is a key part of integrated risk management, so we built an intelligent control testing environment that maps a firm’s individual control statements into a decision tree that automatically runs against a data set to help firms quickly pinpoint whether a control is effective or not. This advancement frees up compliance teams’ valuable resources so they can focus on remediating any deficiencies.

These types of innovation are becoming more important as Integrated Risk Management continues to gain more traction. IRM is such a hot concept right now because regulators are putting more emphasis on it. For example, ESMA recently published a consultation paper that assessed the suitability of the management at financial institutions, which concluded that the highest levels of management (including at the board level) need to understand their firms’ requirements, how they are complying with them, and what the state of the firm’s risk management looks like.

Clash of the Titans: Big Banking vs. Big Tech

As an innovator in his own right, Bonhof is naturally drawn to industry disruptors. In particular, he has been following the rise of digital banks and believes that it’s only a matter of time until Big Tech enters into the banking industry as well.

The rise in digital banks has served as a catalyst for digital transformation in the industry at large. In order to stay competitive with digital banks, traditional banks have worked to provide digital services to their customers. For customers, having a digital bank account becomes more of a commodity because it opens up a whole ecosystem of additional services around it.

For digital banks, their competitive advantage is that they’re not burdened by a chain linked system of legacy tools or processes, so they can get it right immediately. Digital banks can be more nimble when it comes to things like digital client onboarding processes and company reporting. On the other hand, it’s difficult for digital banks to achieve the same scale as larger banks. Plus, they’re bound to face the same kind of regulatory requirements as incumbent banks and will need to comply with them, lessening some of their initial competitive edge.

When Big Tech enters the market, it will drive a significant change that some incumbent banks will likely not be able to transition through and will lose traction within the market.

What I’m really curious about is when Big Tech will officially enter into the banking space. Today, we have Apple Pay and Google Pay, but I think that it’s just a matter of time before they’re adding banking services to their offering. At that point the market will change. Digital banks just mark the beginning of the banking industry’s digital transformation. When Big Tech enters the market, it will drive a significant change that some incumbent banks will likely not be able to transition through and will lose traction within the market.

Financial Firms and Regulators to Step Up Their AI Game

With the high likelihood of Big Tech companies entering the market in addition to other innovations in financial services, Bonhof is encouraging the industry to direct its focus toward emerging technologies such as Artificial Intelligence (AI) now, before it’s too late.

I think regulators really need to step up their digital game. They need to understand the tech component that goes into digital banking. AFM just compiled an insightful trend report where they spoke around their fears about Big Tech entering into the financial market. Today, Big Tech is predominantly supervised by privacy watchdogs. But, if Big Tech entered the financial market tomorrow, financial market regulators would not always be allowed to share information with those supervisory agencies, so that would make supervision really difficult.

Regulators are just now issuing responses around the use of AI, which center around the concepts of explainability and trustworthiness. Together, they are two sides of the same coin because they help explain the decisions that come out of algorithms and apply fair principles that limit their biases. However, I still think that we have a ways to go and that regulation around the use of AI will only continue to increase in the future as the digital market matures.

The Role of AI in Regulatory Compliance

According to Bonhof, the role of AI is not just limited to the mechanics of digital banking. It applies to regulatory compliance too.

We recognize that regulators are starting to provide guidelines around AI, so we are changing the way that we advise our clients about AI. AI was once the new and exciting thing to talk about. Now it’s the means to an end. We’re looking at where AI models can help firms improve explainability in their compliance processes.

AI was once the new and exciting thing to talk about. Now it’s the means to an end.

Using robotics (or AI) helps automate certain regulatory compliance processes such as horizon scanning, and makes the outcomes of those processes more predictable and reliable. AI allows teams to focus less time doing the monotonous work of running these processes and more time on investigating outliers. Instead, the “robot” leads the processes and identifies areas where there are inconsistencies that require the review of compliance experts.

On Implementing RegTech: Final Advice

So, what’s Bonhof’s advice to firms that are looking to implement new technologies in their compliance programs? “Be really clear about what you want to achieve in your compliance program and therefore what you want the technology to achieve.”

First, you need to understand where you are and where you want to go. For instance, if your firm was just fined by a regulator, then you’ll likely need to find a solution that can help you become more compliant. On the other hand, if your organization is in a good place but needs to become more efficient, then it’s likely you’ll need a different tech stack than the firm that was recently fined. When you understand what you want to achieve by adding technology, then you can better pinpoint the right type of technology solution for your compliance program.

If you’d like to learn more about Synechron, visit their website. To learn more about Rick Bonhof, connect with him on LinkedIn.

If you’d like to contact an Ascent team member, you can do so here. Stay tuned for our next interview from the lines of defense. All interviews will be featured in our monthly Cliff Notes newsletter, which you can subscribe to below.

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Jul 01

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RegulationAI™: World-Class Technology Built for Compliance

By Ascent Team Blog

When it comes to automating any aspect of compliance, how the technology itself is built has serious implications for your business. Here we explain the building blocks of Ascent’s RegulationAI™, what makes it unique in the industry, and how our approach ensures that you truly have what you need to eliminate regulatory gaps, avoid fines and ultimately be more competitive.

Not all automation is created equal

Ascent invented a new kind of technology called Regulatory Knowledge Automation in order to tackle one of the most intractable challenges in compliance: mining mountains of regulatory information to get to the insights that matter — in other words, the actual actions our customers need to take (or refrain from taking) in order to stay compliant with the law.

How the technology works is just as crucial as the output of that technology. As all those who work in compliance know, it is not only the destination that matters, but how you got there.

Thanks to rapid advances in technology in recent years, compliance personnel now have a range of digital tools to help streamline this process. However, not all tools are created equal – especially when it is your firm’s reputation and financial wellbeing on the line. Other solutions may be partially automated, but depending on how they are built may actually create more work for the end user and increased risk for the business.

So while automation can seem helpful on the surface, it is crucial to understand the basis for the algorithms and the differences between solutions so you can make the right choice for your business.

Ascent’s RegulationAI™ breaks down regulatory text line-by-line in order to pinpoint the obligations relevant to you. Conversely, other solutions rely on algorithms that act much like a search engine. Their software skims through regulatory documents in search of key phrases or specified search terms that might be related to a company’s business requirements. The result is guesswork, but scaled up – thousands of potential obligations that may or may not be relevant to you, which your team must still manually review. Manual reconciliation is required with every change in regulation, adding liability instead of reducing it.

When it comes to using automation to analyze regulatory text — a job that once could only be done by humans — how the technology works is just as crucial as the output of that technology. As all those who work in compliance know, it is not only the destination that matters, but how you got there.

Granularity: a crucial new concept in regulatory technology

Click here to read more about how Ascent delivers granular obligations.

The magic is in our method

To understand why Ascent’s RegulationAI™ outperforms other solutions, it is important to first understand how it works.

Ascent’s team of engineers, data scientists, and compliance officers have spent years building, training, and optimizing the algorithms that power our platform, which are built using machine learning and natural language processing technologies. Only about 35 percent of any body of regulatory text contains an actual obligation (the rest consists of definitions, clarifications, and other ancillary information) and an even smaller percentage of those obligations apply to any particular business. Our algorithms are trained to spot the difference, and immediately get to work parsing out the text into obligations and non-obligations.

The output of this process is then verified by our in-house compliance experts as part of our humans-in-the-loop process. Their insights then get fed back into the system, making the algorithms that much smarter and more accurate as time goes on.

The output of this process is then verified by our in-house compliance experts as part of our humans-in-the-loop process. Their insights then get fed back into the system, making the algorithms that much smarter and more accurate as time goes on.

Targeting obligations to you

Once the regulatory text has been decomposed and quality-assured, our RegulationAI™ has nearly everything it needs to do its magic. The last step is input from you, our customer.

In order for our RegulationAI™ to deliver the obligations that apply specifically to you, it needs to know some key information about your business; for example, what types of products or services you offer and in which regions you operate. This step takes the form of an online questionnaire. Once this questionnaire is complete, our RegulationAI™ rapidly maps regulation to your business profile, providing you with a clean, complete, and streamlined register of obligations in minutes.

The true value of granular obligations

Because of how our RegulationAI™ breaks down regulatory text, we are able to offer obligations at a granular level. This means that every obligation delivered to you is the individual requirement imposed on your business, not an entire rule or large block of regulatory text that you must further analyze. Furthermore, every obligation automatically updates as rules change and is linked to the specific rule it came from, so you have full traceability into how your obligations were derived.

How Ascent’s RegulationAI™ works is the key difference that sets our technology apart. It is the reason we can provide obligations that are precise, down to the line level of regulation. It is the reason we can map obligations to your specific business with unmatched accuracy. It is the reason why we can analyze the regulatory landscape and identify the rule changes that are relevant to you, and then connect them to your existing obligations so you are never dealing with outdated information.

Do great business while minimizing risk

With the power of RegulationAI™ at its core, Ascent provides regulatory knowledge that is tailored to your company so you can effectively reduce risk and avoid regulatory infractions that could set your business back. Unlike legacy technology implementations or traditional service engagements that might take many months and thousands of dollars, Ascent has $0 implementation fees and can be set up in days.

Great technology enables and enhances your team. With Ascent, you can shift your focus to developing a proactive, scaleable compliance strategy that makes your business more competitive — without the constant worry of accidentally missing an important update or keeping records that will stand up to regulator scrutiny.

Enjoy this article? Subscribe to receive fresh ideas on how to leverage automation for stronger, more efficient, and more cost-effective compliance.

Jul 01

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Better by Design (Thinking): How We Combine Sprints with Customer-Obsession to Drive Product

By Ascent Team Blog, Culture, Tech

At Ascent, we strive to approach each and every challenge with this mindset that promotes first of all empathy, then understanding, then innovation, and finally a “best-fit” solution.

By Subha Sriram, VP Product

A design thinking mindset is perhaps one of the most important assets for a company as it searches for innovative solutions to problems both anticipated and unexpected. At Ascent, we strive to approach each and every challenge with this mindset that promotes first of all empathy, then understanding, then innovation, and finally a “best-fit” solution.

What is Design Thinking?

Design thinking synthesizes analytical, divergent, and convergent thinking in the various stages of its workflow to finally arrive at the optimal solution.

The term “design thinking” can be traced back to 1987; however, the concept of design thinking has been around for much longer than that. The design thinking model stands as a counterpoint to the more traditional method of problem solving.

What are the differences between these two schools of thought?

The “traditional” approach starts out with a clearly delineated problem. Then, a consensus solution to that problem is proposed. The bulk of the problem solving in such a methodology involves moving through a linear series of steps until the consensus solution is finally achieved, or revised according to its utility.

Design thinking, on the other hand, turns such a process on its head. Problem-solvers strive to examine a number of divergent solutions at the outset of the process, and then test such solutions to determine their “fit.” Design thinking synthesizes analytical, divergent, and convergent thinking in the various stages of its workflow to finally arrive at the optimal solution.

Customer-Obsession Creates Better Outcomes

Active listening makes it that much easier for our customers to buy into our solution. They become stakeholders from day one, which is a win for everyone involved.

Customer-obsession is one of our core values. Being a customer-centric company means that our approach to problem-solving reflects our keen interest in empathizing with our customers, understanding the root cause of their frustrations and pain points, and designing systems and services that specifically meet their unique needs.

The design thinking methodology provides the freedom we need to actively listen to our customers from the very start of the problem-solving process. It’s easy to sit behind a desk and say: “This is what you need.” But when designers go beyond just serving briefs and make it a point to hear out the customer with an open mind, then the end solution is almost inevitably superior to what may have been our original conception.

As an added benefit, our active listening makes it that much easier for our customers to buy into our solution. They become stakeholders from day one, which is a win for everyone involved.

How We Implement Design Thinking

Of course, as with any high-level concept, design thinking needs a framework of practical application to be useful in the real world. What we do at Ascent is utilize design sprints to help us meet customer needs – and design thinking is an integral part of such sprints.

Our design sprints are adapted from the popular Google Design Sprint methodology. Our process involves 5 key steps:

Conducting empathy interviews. We make it a point to be transparent and open with our interview subjects. We don’t always know the best-fit solution for their problems, which is why we probe, and dig, and explore their perspective. It’s vital that in this initial stage, we don’t try to interject our own values or perspectives into the conversation. This is all about them being heard; our role is to listen, clarify, and confirm.
Selecting a target focus. Once we’ve consolidated and analyzed all the data from our interviews, we determine what our design focal point should be. We come up with some preliminary sketches to serve as a rough outline of our objectives and potential solutions.
Prioritizing sketches. Next, we prioritize the sketches according to several criteria, such as how well the proposed solution would meet our objectives, its practicality, its functionality, and so on.
Prototyping the experience. We then begin work on a prototype, or multiple prototypes, and look to stitch together the whole experience. We want to present the end-to-end experience that we hope our customers will enjoy upon the project’s completion.
Conducting usability sessions. Finally, we once more enlist the participation of our customers and stakeholders via usability sessions. We gather feedback from our customers, and begin iterations of the base design.

By implementing design thinking in such a way, we’ve been able to streamline our entire design process, involve our customers from start to finish, and provide the best possible solutions, instead of simply the most convenient.

Design Thinking in Action

Design is ultimately an expression of how humans can efficiently and effectively perform the job at hand. It’s not just a means to an end – it is an integral part of the final product.

Here’s an example of the value of design thinking in action here at Ascent:

We had been receiving feedback from our customers that they wanted an easy, intuitive way to navigate a specific feature. Because this aspect of our platform was not intuitive, customers were not finding the information they were looking for quickly enough, which actually led to them questioning the credibility of the product. Yikes! This is a classic example of the importance of empathy: while this issue may not have seemed so important from our end (because we know first-hand from building the product that the data is right), the customers didn’t have that level of transparency or product knowledge and therefore could only assume that an inability to find the information in the way they were accustomed to meant that was a problem with the information itself.

We took measures to more fully understand the scope and nature of this problem. We initiated a two-and-a-half-week design sprint, and adhered to our 5-step design thinking process. We conducted interviews with a variety of customers and internal stakeholders. We took the resultant information, sketched, prioritized, and prototyped, and finally began usability testing.

In the end, the results were overwhelmingly positive. Our customers were thrilled that we had not only listened to their concerns, but had taken proactive measures to overcome the challenges that they were facing. Even though this design sprint resulted in a fundamental paradigm shift in the way we processed rule updates, in the end our customers and stakeholders were completely satisfied, and we learned a lot from the whole experience.

Great Design is More than a Means to an End

At Ascent, design thinking is an integral part of what we do, and its principles of empathy, listening, and humanity are a reflection of who we are as a team.

Design is ultimately an expression of how humans can efficiently and effectively perform the job at hand. It’s not just a means to an end – it is an integral part of the final product.

Interested in joining us? Check out our open roles below.

May 09

Love2

The Magic Mix of Tech, People, and Culture — What Makes Ascent an Exciting Place to Work

By Arbela Takhsh Blog, Culture, Tech

Those who are passionate about using technology to solve serious problems for both businesses and consumers alike will find here an environment of continual growth, expanding of boundaries, and optimism for the future that we all get to have a hand in building.

By Arbela Takhsh, Chief Operating Officer

From the moment I first learned of Ascent, I had an inkling that this young company was building something unique. However, it wasn’t until a casual conversation over coffee with Ascent’s Founder and CEO Brian Clark that I fully appreciated its potential to radically transform the market.

I’m no stranger to technological innovation. From my decades spent building and scaling tech products at companies like Motorola, Google, Comcast, and Gogo, I know that achieving the right balance of market need, technological capability, talent, and culture to successfully bring a product to market is incredibly difficult — and rare.

By the time we’d finished our coffee, I knew I wanted to join Ascent on their mission to leverage cutting-edge technology to build a world that’s not constricted, but empowered by the rule of law.

As Brian — a former Chief Compliance Officer and “recovering lawyer” (as he likes to say) — talked me through the company’s vision, the technology they were building, and the powerhouse team he’d assembled, a realization began to crystallize — these folks were on to something special. By the time we’d finished our coffee, I knew I wanted to join Ascent on their mission to leverage cutting-edge technology to build a world that’s not constricted, but empowered by the rule of law.

I have been in the tech industry my entire career, and my enthusiasm to join the Ascent team was due in large part to their work with emergent technologies. We see that terms like “natural language processing”, “machine learning”, and “artificial intelligence” are everywhere and largely used as buzzwords.

Ascent however is continuing to make a real and significant technology investment, building a highly innovative data architecture and data engineering platform, a very unique data processing pipeline, and customer applications using cutting-edge technologies and languages. Our mission is to deliver knowledge powered by our expertise in artificial intelligence, technology, and the domain of regulatory compliance.

Our team is building what we call Regulation AI from the ground up. This innovation in regulatory technology allows us to automate the most challenging aspects of compliance work in a way that’s more intelligent, more actionable, and more transformative than what was deemed possible even a few years ago. Ascent isn’t just another SaaS platform; it’s a unique and fundamentally new approach to producing knowledge that goes far beyond mining data for insights and wrapping it up in a user-friendly interface. The application of this technology in the multi-billion dollar compliance industry is groundbreaking and has the potential for delivering massive value to the world of financial services and beyond.

Most engineers and other technical people I’ve met thrive on the opportunity to not only work with exciting technologies, but to actively shape the world with them. That’s the opportunity that awaits at Ascent.

Most engineers and other technical people I’ve met thrive on the opportunity to not only work with exciting technologies, but to actively shape the world with them. That’s the opportunity that awaits at Ascent. Those who are passionate about using technology to solve serious problems for both businesses and consumers alike will find here an environment of continual growth, expanding of boundaries, and optimism for the future that we all get to have a hand in building.

I mentioned earlier that success comes not from a great idea, but in the magical amalgamation of technology, people, and culture. It’s not enough that Ascent is building an amazing product; culture plays a crucial role in our ability to deliver and scale. Our core values of Integrity, Cooperation, Persistence, Customer Obsession, and Innovation are integral to how we show up each and every day. Our values work naturally toward a strong company culture that builds enthusiasm among our team.

I believe everything starts and ends with creating real value for our customers. I strongly promote customer-focused strategies, operating cadence, and performance indicators that measure success in the eyes of those actually using our product.

As the person responsible for driving technological and operational excellence here at Ascent, I believe everything starts and ends with creating real value for our customers. I strongly promote customer-focused strategies, operating cadence, and performance indicators that measure success in the eyes of those actually using our product. This deep commitment to the customer is reflected in all that we do and furthermore, it’s how we generate sustainable business value and drive operational scale while building a strong culture driven by our values.

As the inventors of Regulation AI, we thrive on creating solutions that will help businesses grow unencumbered by complex regulation without compromising consumer protection.

It’s been said that necessity is the mother of invention, and every team member at Ascent understands how necessary this technology is to the future of financial services. As the inventors of Regulation AI, we thrive on creating solutions that will help businesses grow unencumbered by complex regulation without compromising consumer protection.

For many, the opportunity to shape the technology of the future indicates a cool job opportunity. Expanding that opportunity into the ability to provide transformative solutions that span the globe? That’s career-altering.

With customers from global financial institutions around the world, we’re on the fast path to major market impact. Now, we’re on a mission to build the best team in the world.

Interested in joining us? Check out our open roles below.

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