Equities Platform Restructuring & Business Process Optimisation

Client Story: Tier 1 Bank Stockholm / London

MapleRisk have been successfully helping our global markets clients deliver complex change programmes through an Agile DevOps approach. Our domain experts are embedded within your team. They collaboratively work within our Agile DevOps framework that draws from multiple disciplines including solution architecture, engineering, and data scientists backed by a deep understanding of front-to-back trading and risk management fundamentals.

In this post, we discuss how the client leveraged our extensive experience in trading technology and as a trusted Murex alliance partner to deliver the strategic restructuring of the equities Murex platform, associated business processes and downstream integrations.

The Bank required business expertise and Murex advisory services to enable a root and branch restructuring of its enterprise equities platform. The strategic direction envisaged a significant simplification in the platforms operational overhead that would enable business agility and an architecture that enabled long-term value benefits.

MapleRisk Approach

MapleRisk enabled a strong collaborative and open working environment between Murex and the client’s Business, Transformation, IT and delivery teams to develop a focused programme of work. Driven by immediate business demands and a value focused IT agenda that can deliver short-term platform stability giving the client a firm base to plan of the long-term.

MapleRisk utilised an Agile DevOps methodology to build cohesive processes to deliver targeted iterative improvements utilising both onsite and offsite specialist resources. As well as helping to develop inhouse skillsets through training, mentoring and active engagement in the continuous improvement cycle.

Outcomes

We helped in removing key man risk by providing access to specialist core competencies under a long term flexible resourcing plan rather than seek to build ad hoc high cost short term capacity. Other key outcomes include:

  • A restructured platform that reduced future upgrade cost by up to 60%. Front Office engagement improved business confidence in the system (and IT dept.).
  • Short focused deliverables that aligned with DevOps best practice ensured continuous delivery and maintained alignment with strategic goals.
  • More stable development and maintenance cycle, which removed the uncontrolled peaks and troughs found in the traditional non-integrated IT centric big bang approach to the upgrade cycle.
  • Resource training that ensures in-house capabilities and blends with on-demand specialists to provide far reaching capabilities at a fraction of the cost of building local teams.