Trois pièges courants dans la mise en œuvre de solutions d’onboarding

Au cours des dernières années, le secteur de la gestion de fortune semble, a à première vue  réalisé certains progrès en termes de fourniture de services et de solutions multicanaux.

En effet, 58% des gestionnaires de patrimoine affirment que leurs opérations front-to-back-office sont aujourd’hui “fortement” ou du moins “principalement” sous forme numérique. Toutefois, en y regardant de plus près, 35% d’entre eux reconnaissent l’utilisation de “systèmes obsolètes” pour les opérations de front et back-office, et que ces systèmes représentent l’obstacle majeur à la mise en œuvre de leur stratégie numérique.

L’onboarding constitue depuis longtemps un véritable talon d’Achille du secteur de la gestion de fortune, et de nombreuses entreprises ont pris conscience de la nécessité d’ajuster leur approche pour rester en tête – en particulier à mesure que les consommateurs s’habituent aux néobanques telles que Monzo et Starling Bank qui ont réussi à réduire ce processus à moins d’un jour. La pandémie a peut-être insufflé un sentiment d’urgence renouvelé aux gestionnaires de patrimoine moins avant-gardistes pour qu’ils intensifient leurs efforts, mais à mesure que l’incertitude augmente, il apparait plus important que jamais pour les entreprises de réussir chaque étape du cycle de vie du client.

Pourtant, alors que les gestionnaires de fortune et les banques privées s’efforcent de rester du bon côté de l’innovation, beaucoup continuent de commettre des erreurs coûteuses dans la mise en œuvre de leurs solutions d’onboarding – avec un impact durable et souvent irréversible sur la relation client.

Trois pièges courants dans la mise en œuvre de solutions d’intégration

Le Directeur Général de Wealth Dynamix – Europe, François De Lescure, ainsi que la Directeur du Consulting Europe, Cédric Neuville, se sont joints au Directeur de Chappuis Halder, Olivier Garcia et au Consultant en gestion, Benjamin Esmilaire, lors d’un récent webinaire, au cours duquel ils ont partagé des informations de première main sur les erreurs courantes commises par les entreprises, lors de la mise en œuvre de solutions d’onboarding, mais ont également évoqué les moyens qui permettent de les éviter.

1- Manque de cartographie stratégique

Les gestionnaires de fortune abordent trop souvent le processus d’onboarding avec une approche simpliste, ce qui peut parfois causer plus de tort que de bien. Si l’étape où les entreprises collectent des données pertinentes peut s’avérer fastidieuse, intrusive et chronophage, instiller les bons systèmes et processus dès le départ permettra à long terme de récolter des informations précieuses et des gains d’efficacité. L’onboarding ne doit pas être traitée de manière isolée, mais en conjonction avec les processus qui la précèdent, de la prospection et  prise en charge des clients jusqu’à la gestion continue du service client.

Prenez du recul et définissez les objectifs commerciaux de votre entreprise, avant de déterminer les Indicateurs Clés de Performance qui permettront de suivre les progrès de votre entreprise dans la réalisation de ses objectifs, tout en évaluant les comportements clients, mais aussi l’intelligence individuelle et collective. La collecte de données au début du cycle de vie du client vous permettra d’agir, d’ajuster votre approche commerciale et d’opérer de manière agile et dynamique. Enfin, examinez la feuille de route complète de votre organisation et rappelez-vous que moins c’est plus : l’utilisation de plusieurs systèmes peut s’avérer complexe à gérer et risque de démotiver les utilisateurs.

2- Approche cloisonnée de l’innovation

De nombreuses banques privées/gestionnaires de fortune délèguent aux services informatiques la conception et la mise en œuvre des systèmes d’onboarding, avec parfois pour résultat, des solutions inefficaces qui ne parviennent pas à représenter l’ensemble de l’activité ou à générer des informations significatives et utiles.

Évitez d’innover de manière isolée pour réduire les coûts et soyez attentif à l’origine des revenus de votre entreprise, en veillant à ne pas négliger les conseillers et les chargés de clientèle.

Impliquez des représentants à tous les niveaux de votre entreprise et cartographiez les parcours internes et externes pour obtenir une vue à 360 degrés,vue qui est essentiel pour générer des efficiences à l’échelle de l’entreprise et mettre en avant les informations essentielles  dont les conseillers ont besoin pour répondre efficacement à leurs besoins et aux circonstances en constante évolution. Désignez toutes les parties prenantes “business” au sein de votre organisation pour agir au côté du partenaire technologique de la gestion du cycle de vie du client (CLM). Ces partenaires doivent agir en tant que chef d’orchestre, et non comme un simple fournisseur cloisonné de plus. En invitant les parties prenantes à choisir leurs outils et à les jouer au diapason et à l’unisson, l’impact sur l’expérience du client et sur les opérations commerciales s’en ressentira indéniablement.

3- Choisir le mauvais système

La consolidation est un pilier dans le paysage notoirement fragmenté de la gestion de fortune et de la banque privée. Et avec l’augmentation des coûts et la compression des marges, de nombreuses entreprises ont remodelé leur infrastructure existante pour soutenir leurs activités commerciales actuelles. Toutefois, l’impact de cette opération ne doit pas être sous-estimé : les systèmes CRM conçus pour le back-office sont tout simplement incapables de prendre en charge le personnel en contact avec le client ni même le client final. Si l’on ajoute à cela l’ampleur de la documentation et le reporting exigés aujourd’hui des entreprises pour se conformer, celles-ci risquent non seulement de fournir un service client défaillant, mais aussi de perdre leur capacité à assurer la conformité.

Des données propres et consolidées sont au cœur d’une bonne gestion du cycle de vie des clients, et les Indicateur Clés de Performance (KPI) doivent couvrir de façon cohérente, le parcours et l’expérience client, votre personnel et vos structures organisationnelles ainsi que les produits et services que vous fournissez. En créant un processus efficace qui couvre plusieurs systèmes et juridictions, le processus d’onboarding et le cycle de vie qui en résultent seront plus simples et plus accessibles pour les clients et l’entreprise. Avec des données accessibles et utilisables, les conseillers pourront prendre des décisions proactives en temps opportun, identifier et traiter les obstacles qui entravent une bonne gestion des clients et de l’entreprise.

Avec seulement un gestionnaire de fortune sur quatre affirmant avoir mis en place un système entièrement intégré couvrant l’ensemble du cycle de vie du client, et 37% de plus étant bloqués aux premiers stades de la technologie, les gestionnaires de patrimoine risquent d’être sérieusement désavantagés dans un contexte de marché de plus en plus concurrentiel et incertain. Il a été prouvé que l’investissement stratégique et la mise en œuvre de systèmes CLM spécialement conçus augmentaient la productivité des conseillers de plus de 50%, améliorant l’expérience client de plus de 80% et multipliant par 25 l’efficacité des processus. Alors que le marché fait face à une pression continue, le moment est venu pour les gestionnaires de fortune d’affiner leurs processus et de s’assurer qu’ils sont du bon côté de cette courbe.

Nous vous invitons à regarder la rediffusion du webinaire pour en savoir plus.

 

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Wealth Dynamix delivers Client Lifecycle Management solutions to the world’s leading private banks and wealth and asset management firms.

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Gabriel Chan

Head of Sales – APAC

An accomplished, results-driven sales and marketing professional, Gabriel has held sales and marketing leadership positions in Singapore and China at some of the world’s most successful and respected global technology enterprises.

During more than 20 years spent at IBM, Sun Microsystems and Microsoft, Gabriel developed and implemented sales and channel strategies to support strategic business objectives.

His specialism is growing and extending sales territories to grow revenues and increase market share.

Travis Morgans

Head of Consultants

Travis combines 15 years of software delivery, business modelling and leadership experience with a passion for transforming business needs into effective digital solutions. Before joining Wealth Dynamix in March 2018, Travis led Operations for Nikon – a role which incorporated CRM product ownership responsibility and initiated over 10 years of MS Dynamics experience, from 2011 to Dynamics 365​.

 Since joining the Wealth Dynamix team, Travis has been instrumental in designing and delivering some of our most strategic WDX1 projects. Leading the consulting team for WDX1, he is responsible for their recruitment and development. The team’s complex remit supports a fundamental aim – to ensure Wealth Dynamix delivers the best client experience. ​Travis is also responsible for ensuring the WDX1 product is designed and evolved in the most adaptable way possible to drive adoption across our client base, existing and future.  

Joanne Donoghue

Chief Marketing Officer

An experienced, tenacious marketer, Jo joined the Wealth Dynamix team in 2021 as Head of Marketing and quickly rose to the position of Chief Marketing Officer. A Brand and Marketing specialist with a proven track record in BRB and B2C communications, Jo combines a customer-centred approach with strategic thinking.

Having held senior Marketing positions in numerous FTSE 100 businesses, including Asda Stores Ltd, The Co-operative Retail Group, plus financial services brands MBNA, OneFamily, TransUnion, The Co-operative Group, she possesses a wealth of experience in the fields of finance and technology.

Jo is passionate about activating the Wealth Dynamix brand across every channel, taking a holistic marketing approach to drive consistency, salience and thought-leadership activity.

About – Agustin Collazo

Head of Strategic Client Relationships

Agustin joined Wealth Dynamix over six years ago bringing a wealth of experience in change management.

Having experienced first-hand the challenges of managing clients through change, Agu now brings that expertise to Wealth Management firms looking to leverage technology in order to help them connect more effectively with their clients.

Agu has a deep technical knowledge of our solutions that allows him to deliver our products effectively, unlocking the full potential of every feature.

As our Head of Strategic Client Relationships, Agu’s specialist expertise supports firms to become more efficient, transparent and dependable using our CLM solutions.

Juan Stoppa

Head of Development

Juan has over 20 years’ experience developing and implementing CRM solutions and has spent the last 10 focusing primarily on the Client Lifecycle Management (CLM) in the Wealth Management industry.

Currently Head of Development, Juan is responsible on overseeing the technical direction of the product.

Before joining Wealth Dynamix, Juan has worked for Barclays, Fujitsu and Ciber delivering large scale CRM projects in the financial services industry.

Juan has a first degree in Telecommunication Engineering from Universidad Blas Pascal and a MSc in Business Information Technology from London South Bank University.

Ben Altmira

Director of Operations & Change

An internationally experienced change management professional, Ben is responsible for overseeing projects both internally, and for clients.

In a career spanning more than 20 years in global banking, finance and management consulting, Ben has led strategy formulation, project planning, change management adoption, business networking consultation and transformational change projects at Fortis Investments, Barclays Wealth and Investment Management and Verisure Securitas Direct. Since beginning his career at Deloitte, Ben has also amassed a wealth of experience working on complex CRM system implementations, and is a PROSCI-certified Change Practitioner and a Certified Scrum Master (Scrum Alliance).

David Backx

Director of Pre-sales and Implementations

When David joined Wealth Dynamix in 2015 he brought with him a vast amount of experience delivering large-scale Microsoft Dynamics CRM projects. As a Senior Business Analyst at Royal Bank of Scotland David managed deployments with more than 2000 users, for both Business and Commercial Banking, as well as working on key AML initiatives for RBS International. In his current role at Wealth Dynamix David supports the growth and strategic direction of client implementations in Europe. Wealth Dynamix leverages David’s product expertise to shape the product roadmap and ensure that the firm delivers solutions with the right capabilities, that will be enthusiastically adopted, by all customers.

Prior to his involvement in the wealth management sector, David worked as a waste management contracts manager, working with Multi Services Kent to ensure effective waste clearance and re-use at the 2012 London Olympics.

Cedric Neuville

Director of Pre-sales and Consulting Europe

Since joining Wealth Dynamix in 2019, Cédric has worked closely with clients to ensure that the WDX and CLMi solutions are deployed efficiently and effectively.

In a career spanning more than 25 years, Cédric has become an accomplished business and global project management leader covering both technology and financial markets sectors. Having held various roles in private banking (front, middle and back office) and brokerages, in both functional and technical roles, Cédric has led many projects including client onboarding implementations and KYC reviews, regulatory compliance projects (including PSD2, MIFID2/PRIIPS, GDPR, CRS, Rubik) and digital transformation projects (online and mobile design and implementation).

Cédric has vast experience building and managing international project teams, having created three offshore teams in Tunisia and India, managed a 70-employee company as Deputy CEO and a startup Fintech founded to create smartphone apps.

Johnny Beloe

Director of Pre-Sales

As Director of Pre-Sales, Johnny is responsible for maintaining the firm’s pre-sales policies, methodologies and resourcing. He is also leads some of WDX’s largest pre-sales analysis exercises, conducted for a wider variety of financial services firms spanning multiple jurisdictions.

Continual engagement with existing and prospective clients helps to inform the WDX1 product strategy, roadmap and pricing.

Johnny has spent his whole career in financial technology in various consultancy and
pre-sales roles. His expertise covers the full stack of systems required by leading Private Banks and Wealth Managers, encompassing core banking solutions, portfolio management solutions, Client Lifecycle Management (CLM) solutions and more.

William Rouse

Commercial Director UK MEA

William’s commercial expertise in connecting technology to solve wealth management business challenges was borne out of his early career as a stockbroker, followed by a variety of Client Relationship Management and Sales roles in asset management and banking.

Having experienced first-hand the challenges of doing the job, William recognises that an unwavering focus on client service is required to build progressive and mutually beneficial partnerships in FOR the longer term. Having gained further experience working for financial technology service providers including Calastone and Contemi, he has the specialist expertise needed to identify how to leverage technology to help wealth managers connect more effectively with their clients, and become more efficient, transparent and dependable.

In addition to his role as Commercial Director at Wealth Dynamix, responsible for new business development in the UK, US and Middle East, William sits on the board of the Securities Investment Management Association (SIMA) where he is actively involved in exploring industry trends and challenges.

Dominic Snell

Chief Product Officer

An experienced and accomplished specialist in CRM technology and wealth management, Dominic is responsible for defining and leading the product roadmap for Client Lifecycle Management (CLM) solutions at Wealth Dynamix. Experienced in SaaS strategy definition, Dominic formulated the development and launch plan for the firm’s cloud-based CLMi solution.

Prior to joining Wealth Dynamix in 2014, Dominic held senior positions in both RBS and Barclays Wealth and Investment Management, where he was responsible for leading enterprise-scale CRM implementation projects.

With more than 15 years wealth management and WealthTech experience he has vast expertise and insights into best practice CRM and CLM execution.

Francois De Lescure

Chief Revenue Officer

François joined Wealth Dynamix in 2020 to grow the company’s presence in France and further extend business operations across Europe and has since been designated Chief Revenue Officer, a member of the board. 

Having closed several flagship deals for the company across Europe and Switzerland, today his role encompasses responsibility for new and existing revenues, recruiting, structuring and managing the sales team, plus owning the business forecast and reseller channels.

Previously, François served as Chief Sales and Marketing Officer, Executive Committee member and investor at DreamQuark, an Artificial Intelligence software startup. At DreamQuark, he secured the firm’s first recurring revenues with Tier-1 banks and insurance companies, won the Fintech of the Year award and enabled A and B level fundraising. Before that François spent almost 10 years at Nokia Networks, leading European Sales for Analytics Software.

François has an MBA awarded by INSEAD and an engineering degree from the École Centrale de Nantes.

Natalie Levine

Chief Operating Officer

Currently Chief Operating Officer and Board Member at Wealth Dynamix, Natalie is responsible for the strategic direction of operations across the business. A wealth and investment management industry expert, with more than 25 years experience delivering large-scale technology projects, Natalie plays a pivotal role in ensuring the efficient running of the firm and meeting key business goals.

Prior to joining Wealth Dynamix in 2019, Natalie was Head of Technology at Bridgepoint Advisers, a UK-based private equity investment firm. She joined Bridgepoint following an 18-year tenure at Quilter Cheviot, where she was Head of Technology responsible for Operations and execution of the firm’s business plan.

Brent Randall

Co-founder and CFO

A wealth and investment management industry expert, Brent has more than 25 years of experience in developing front to back software solutions that address sector-specific operational and compliance challenges.

Prior to co-founding Wealth Dynamix in 2012, he was a Director at Third Financial Software, where he drove product development.

Previously, he led business development and product strategy for the wealth management division of Financial Objects.

Brent spent 13 years at DST (now SS&C) until 2007, where he was Associate Director responsible for the global product strategy of institutional front office and wealth management solutions.

He graduated from Downing College, Cambridge, with an honours degree in Geography.

Gary Linieres

Co-founder and CEO

With a lifetime career in wealth management, beginning in front office sales more than 25 years ago, Gary is recognised as a highly successful, award-winning executive and serial entrepreneur.

Currently CEO at Wealth Dynamix, one of Europe’s fastest growing WealthTech firms which he founded in 2012, Gary has pioneered a new approach to Client Lifecycle Management (CLM) and built solutions suited to both enterprise-scale and mid-size financial institutions.

In his early career Gary excelled in a wide variety of FinTech sales management and executive roles in the UK, Switzerland and France.

Following his tenure as Managing Director at Financial Objects, which saw revenues grow by more than 300% on his watch, Gary founded and subsequently exited from Third Financial Software after it became a leading front office technology provider.

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