DOCSLIB.ORG

Download the Doctor Centric Bank Brochure

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Download the Doctor Centric Bank Brochure A Message from Doctor Centric Bank CEO Patti Husic We understand the immense responsibilities of our health care professionals, and we salute you! Each health care company, medical manufacturer, physician, radiologist, and medical testing facility has a unique story to tell, and we are honored to strengthen your service to our community through seamless financial transactions. Centric Bank has originated millions in loans to this niche of community servants with our full suite of financial services, including up to 100% practice financing. In 2019, Doctor Centric Bank saw a 7.5% increase in loans outstanding, as well as deposit growth. With a financial center next to the world-renown Penn State Health Milton S. Hershey Medical Center and the innovation engine at Hershey Center for Applied Research, our private banking team has more than 250 years of combined experience with providing cash and capital for growing businesses. Doctor Centric Bank takes care of your finances so you can focus on CENTRIC BANK FINANCIAL CENTERS AND COMMERCIAL LENDING OFFICES what really matters—the people who depend on your care. We respect the value of time and deliver the power of financial HEADQUARTERS AND LOWER PAXTON FINANCIAL CENTER 4320 Linglestown Road, Harrisburg, PA 17112 | (717) 657-7727 resources directly to you, wherever you are—at the office, at the CORPORATE, EXECUTIVE, OPERATIONS, AND MORTGAGE CENTER 1826 Good Hope Road, Enola, PA 17025 | (717) 657-7727 hospital, at home, or at one of our financial centers. CAMP HILL FINANCIAL CENTER 1625 Market Street, Camp Hill, PA 17011 | (717) 730-2816 A three-time American Banker Most Powerful Women in Banking DERRY TOWNSHIP FINANCIAL CENTER 1201 West Governor Road, Hummelstown, PA 17036 | (717) 533-7626 Top Team and seven-time recipient of Central Penn Business PATRICIA A. HUSIC SILVER SPRING FINANCIAL CENTER 6480 Carlisle Pike, Mechanicsburg, PA 17050 | (717) 591-1360 Journal’s Top 50 Fastest Growing Companies, Centric Bank’s most President & CEO Centric Bank prized recognition is being honored as an American Banker Best DEVON FINANCIAL CENTER 105 Lancaster Avenue, Devon, PA 19333 | (610) 710-4222 Banks to Work For three years in a row. DOYLESTOWN COMMERCIAL LENDING OFFICE AND CONCIERGE FINANCIAL CENTER During COVID-19 and its devastating health and economic impact, we became a lifeline for 2003 S. Easton Road, Suite 205, Doylestown, PA 18901 | (267) 880-4333 our Doctor Centric Bank customers and small business owners. A trusted banker fighting for your survival is the difference between practices shuttering forever or emerging stronger and DEVON COMMERCIAL LENDING OFFICE 80 W. Lancaster Avenue, Suite 200, Devon, PA 19333 | (610) 710-4800 The Power of Private Banking smarter in a new economy that we have the power to define. Never has relationship banking LANCASTER COMMERCIAL LENDING OFFICE AND CONCIERGE FINANCIAL CENTER been more critical to a healthy community. As we demonstrated by providing more than 1,800 22 E. Roseville Road, Unit D, Lancaster, PA 17601 | (717) 614-6855 Paycheck Protection Program loans totaling $220 million, we are intentional, responsive, and creative advocates on behalf of businesses and entrepreneurs. Corporate Headquarters 4320 Linglestown Road Harrisburg, PA 17112 (717) 657-7727 www.CentricBank.com Fax (717) 657-7748 www.DrCentricBank.com Apple Pay is a trademark of Apple Inc. Google Pay is a trademark of Google LLC. Samsung Pay is a trademark of Samsung Electronics Co., Ltd. NMLS #690920 All credit subject to review and approval. 01.21 Welcome to a New Era of Customer- Focused Concierge Banking Strengthening Financial At Doctor Centric Bank, we believe the business of banking shares a powerful common bond with managing a health care practice or profession: communities depend on both of our services to stay healthy and thrive. Since 2012, Doctor Centric Bank has been meeting the needs of doctors, dentists, surgeons, Simply amazing! best describes the efficient, helpful, and professional service I have come to count After 14 years as an associate dentist, I was looking to buy land medical technologists, and health care providers who rely on the expediency and on from my Centric Bank team. I met Jeff Myers while in the process of closing on my office space and start my own practice. My construction company partner trustworthiness of concierge banking services. Our reputation for customer loyalty and the purchase. Frustrated with the bank handling the closing, I moved my business to Centric Bank. referred me to Doctor Centric Bank. Their anytime-anywhere promise of We Revolve Around You provides priceless peace of mind. I closed on the property within three weeks, and I have never looked back! Centric’s business team availability; their concierge services; and their knowledge and is an excellent resource, and I have a solid team of advisers for my medical practice. uncommon interest in my project made my growth easy and “Medical professionals and health care companies devote all their time and resources to the uncomplicated. They recommended an SBA loan and provided health and wellness of their patients, as well as the demands of community health,” says Jeffrey DR. CLAUDETTE JATTO me with 100% financing. By working with local lenders, I was W. Myers, SEVP, Chief Lending Officer. “While you look out for Pennsylvania’s physical, mental, OWNER, JATTO INTERNAL MEDICINE AND WELLNESS, P.C. able to build relationships with people in the bank and with other and emotional health, our team looks out for your financial health. We bring turnkey financial HARRISBURG, PA businesses in the community. solutions for practice buy-ins, buy-outs, technology upgrades, equipment purchases, and practice expansions, plus a full suite of business banking and cash management services.” SARAH LOREI, D.D.S. OWNER, MILLENNIUM WAY DENTAL STUDIO We had already started the construction process on a new oral surgery facility in York County when ENOLA, PA we lost faith in the bank we had been using. When Centric Bank was recommended, and we met with Jeff Myers, we knew we could trust them through the completion of the construction project. Not only did we trust them with financing our new building, we also moved all our business banking and personal accounts to Centric. DR. JAMES M. BOYLE, PRESIDENT & CEO JANE BOYLE, BUSINESS MANAGER WE OFFER SUSQUEHANNA ORAL & MAXILLOFACIAL SURGERY, P.C. YORK, PA When my partners and I had a vision to grow our dental office Concierge Banking Solutions & Amenities into a premier dental health care system, we realized we needed more than a bank. We needed a partner. We chose n Up to 100% financing of equipment for the practice or building improvements n Partner buy-ins and buy-outs n Expedient loan decisions and on-call private banking Centric Bank because we felt their core values matched our n Personal and business banking n Consumer and mortgage lending Centric Bank aligns with the core values that drive our company. We enjoy the personal creativity, own. Everyone we have dealt with, from CEO Patti Husic to the n Medical malpractice financing n Leasing for equipment and technology client dedication, and their willingness to manage all of our financial needs—big and small. tellers at our local financial center, has helped us successfully n Business checking accounts n Up to 100% residential home financing We have already recommended the Doctor Centric Bank program to a number of colleagues, and purchase real estate, build out offices, and open six new n Flexible executive lines of credit we also refinanced our residential properties with their team. practices in 18 months. Centric has done more than just take care of our banking; they have provided the support, guidance, DR. BARRY MOSS AND KRUPAL DESAI Cash Management Services and creative solutions to meet daily challenges. OWNERS, INDIJU DENTAL, LLC/INDIJU INVESTORS, LLC Our full suite of cash management services conveniently provides you with the functionality of HUMMELSTOWN, PA our financial center at your office, leaving more time for you to focus on your practice. MICHAEL C. VERBER, DMD, FICOI CEO AND PRESIDENT, VERBER DENTAL GROUP n Credit cards n Liquidity management n Remote deposit CAMP HILL, PA n Positive pay n ACH and wire services n Merchant card services Welcome to a New Era of Customer- Focused Concierge Banking Strengthening Financial At Doctor Centric Bank, we believe the business of banking shares a powerful common bond with managing a health care practice or profession: communities depend on both of our services to stay healthy and thrive. Since 2012, Doctor Centric Bank has been meeting the needs of doctors, dentists, surgeons, Simply amazing! best describes the efficient, helpful, and professional service I have come to count After 14 years as an associate dentist, I was looking to buy land medical technologists, and health care providers who rely on the expediency and on from my Centric Bank team. I met Jeff Myers while in the process of closing on my office space and start my own practice. My construction company partner trustworthiness of concierge banking services. Our reputation for customer loyalty and the purchase. Frustrated with the bank handling the closing, I moved my business to Centric Bank. referred me to Doctor Centric Bank. Their anytime-anywhere promise of We Revolve Around You provides priceless peace of mind. I closed on the property within three weeks, and I have never looked back! Centric’s business team availability; their concierge services; and their knowledge and is an excellent resource, and I have a solid team of advisers for my medical practice. uncommon interest in my project made my growth easy and “Medical professionals and health care companies devote all their time and resources to the uncomplicated. They recommended an SBA loan and provided health and wellness of their patients, as well as the demands of community health,” says Jeffrey DR.
Load more

Recommended publications
  • Next-Gen Technology Transformation in Financial Services
    April 2020 Next-gen Technology transformation in Financial Services Introduction Financial Services technology is currently in the midst of a profound transformation, as CIOs and their teams prepare to embrace the next major phase of digital transformation. The challenge they face is significant: in a competitive environment of rising cost pressures, where rapid action and response is imperative, financial institutions must modernize their technology function to support expanded digitization of both the front and back ends of their businesses. Furthermore, the current COVID-19 situation is putting immense pressure on technology capabilities (e.g., remote working, new cyber-security threats) and requires CIOs to anticipate and prepare for the “next normal” (e.g., accelerated shift to digital channels). Most major financial institutions are well aware of the imperative for action and have embarked on the necessary transformation. However, it is early days—based on our experience, most are only at the beginning of their journey. And in addition to the pressures mentioned above, many are facing challenges in terms of funding, complexity, and talent availability. This collection of articles—gathered from our recent publishing on the theme of financial services technology—is intended to serve as a roadmap for executives tasked with ramping up technology innovation, increasing tech productivity, and modernizing their platforms. The articles are organized into three major themes: 1. Reimagine the role of technology to be a business and innovation partner 2. Reinvent technology delivery to drive a step change in productivity and speed 3. Future-proof the foundation by building flexible and secure platforms The pace of change in financial services technology—as with technology more broadly—leaves very little time for leaders to respond.
    [Show full text]
  • Wealth Management and Private Banking Connecting with Clients and Reinventing the Value Proposition 2015 Contents
    Wealth Management and Private Banking Connecting with clients and reinventing the value proposition 2015 Contents This document provides a perspective on the evolution of client value propositions in Wealth Management & Private Banking 3 Foreword 4 Scope and reach 6 Snapshot of key messages 8 Executive Summary 16 Strategic priorities 20 Products and services 26 Channels 36 Pricing 40 Our International Wealth Management & Private Banking practice at a glance 41 Our services 42 Key contributors 43 Contacts 2 Foreword Dear Readers, Deloitte and Efma are pleased to present you the results of our recent survey, providing a perspective on the evolution of client value propositions in Wealth Management and Private Banking. We invite you to consider the challenges facing the industry and how players are adapting their value proposition and connecting with clients in the new landscape. In the past few years, the Wealth Management and Private Banking industries have changed significantly. The financial crisis has increased investors’ sensitivity to risk, and the current low yield environment has made it more challenging to meet investors’ expectations of returns while limiting risk. In addition, the pressure for global tax transparency from governments around the world to crack down on tax evasion and tax fraud, has caused a significant shift from offshore to onshore wealth. The frontiers of demand are also being pushed beyond traditional borders, with emerging market players entering developed markets to follow their clients, and developed market players seeking growth outside of their home markets. This has resulted in volume losses (e.g. wealth repatriation) and/or decreased revenue margins as fiscal arbitrages have become obsolete and competition for onshore assets has increased.
    [Show full text]
  • Postal Banking: How the United States Postal Service Can Partner on Public Options
    POSTAL BANKING: HOW THE UNITED STATES POSTAL MAY 2021 SERVICE CAN PARTNER ON PUBLIC OPTIONS By Terri Friedline1 2, Xanthippe Wedel3, Natalie Peterson2, and Ameya Pawar4 5 6 INTRODUCTION In March 2020, the United States Congress passed the Postal banking is a public option for expanding access to free, Coronavirus Aid, Relief, and Economic Security (CARES) Act no-fee bank accounts that can be used to receive money, make to respond to the growing economic turmoil of the COVID-19 payments, and withdraw cash.12 Postal banking is popular in pandemic. Along with several interventions including supports countries around the world and, in the US, the United States to small businesses and expanded unemployment benefits, Postal Service’s (USPS) 30,000+ retail locations are located the CARES Act sent $1,200 stimulus payments to eligible in communities that are now “banking deserts” after one adults. Unfortunately, many people’s payments were delayed in seven bank branches has closed since 2008.13 Given this, and relief was undermined by uneven access within the advocates contend that the USPS is well-positioned to offer United States’ profit-driven banking industry. Approximately basic retail financial services to the 20 million people who 20 million people received paper checks by mail instead of received stimulus checks by mail and the 33 million people direct deposit,7 perhaps indicating their limited access to a that banks routinely exclude each year by charging high costs bank account for receiving money or at least not having their and fees.14 deposit information on file with the Internal Revenue Service 15 (IRS).
    [Show full text]
  • Is Your Custodian Helping You Protect and Grow Your Wealth?
    ® Is your custodian helping you protect and grow your wealth? KEY CONSIDERATIONS FOR SELECTING THE RIGHT CUSTODIAN INTRODUCTION The needs of worldly and wealthy individuals are evolving as their wealth becomes increasingly complex and global. More than ever before, individuals, families, and family offices are seeking investment, business, and real estate opportunities in many regions of the world and want access to a broader range of assets, currencies, and opportunities to help achieve their goals. In order to do so, they need the right resources to navigate various tax, regulatory, and legal requirements. This is transforming the role custodians play in centralizing access to information to help clients grow and protect their wealth. A custodian is a financial institution – typically a bank or brokerage firm - that holds, safeguards, and services its clients’ assets. Custodians are responsible for clearing and settling all trades and transactions, as well as reporting dividends and interest payments accrued from held assets. The world’s four largest custody banks had more than US$114 trillion in assets under custody and administration1 in 2018, a 10% increase from the prior year. But these are not the only providers, as there are a multitude of custodians around the world, each with their own model, 2 proposition, and fees. As a result, finding the right custodian can be challenging. A suitable custodian can provide asset safety benefits, effective tools to simplify viewing and accessing wealth information, and service and oversight services – freeing time to focus on other pressing issues. Selecting an unsuitable custodian, or having too many custodial relationships, may result in asset safety risks, higher costs, data quality errors, and many hours spent on administrative tasks.
    [Show full text]
  • (“Campaign”) for Private Banking Account (PBA) Terms & Conditions
    Top Up Select Campaign (“Campaign”) for Private Banking Account (PBA) Terms & Conditions 1. This Campaign is organised by Malayan Banking Berhad (“Maybank”). By participating in this Campaign, the Eligible Customers (as defined herein) hereby expressly agree to be bound by these Terms & Conditions and the decisions made by Maybank. This Campaign commences from 1st October 2020 to 31st January 2021 (“Campaign Period”). 2. Eligibility 2.1 The account holder(s):- a) who hold new or existing *Private Banking Account (PBA) (“Account”) (which may consist of individuals or joint account holders); b) whose Account(s) have not been suspended or terminated by Maybank. Dormant accounts shall not be considered; c) who has not breached any agreement with Maybank; and d) who is not an employee of Maybank shall be eligible to participate in the Campaign (hereinafter referred to as “Eligible Customers”). *Malayan Banking Berhad is a member of PIDM. Private Banking Account is protected by PIDM up to RM250,000 for each depositor. 3. Campaign Mechanics and Conditions 3.1 The Campaign Enrolment Criterias that are compulsory to be fulfilled are as follows : a) The Eligible Customers must have an existing or new Account; b) The Incremental Average Daily Balance (ADB) of the Account must be a minimum of RM 20,000 up to a maximum of RM 1,000,000 for each respective month in the Private Banking Account; and c) The Account must have a minimum Balance Outstanding of RM 20,000 for the each respective month end. 3.2 Campaign Rewards a) Eligible Customers who have fulfilled the Campaign Enrolment Criteria and meet the respective requirements of one or more of the following Maybank products/services (each “Qualifying Product/Service”) shall be entitled to the Campaign Rewards: QUALIFYING NO REQUIREMENTS REMARKS PRODUCTS/SERVICES Minimum Incremental ADB of RM 20,000 up to Core and 1 DEPOSIT GROWTH a maximum of RM 1,000,000 for the month.
    [Show full text]
  • Integrated Wealth Platform for Bank and Brokerage Custody a Single Platform to Grow Your Business
    Integrated Wealth Platform for Bank and Brokerage Custody A single platform to grow your business Consider Everything Flexible, scalable solutions for complex financial lives As technology transforms every aspect of our lives, clients with sophisticated financial needs are demanding a more robust and comprehensive wealth management experience. Financial services firms have an opportunity to offer the holistic and seamless interaction their clients expect by becoming more nimble and efficient. A unified platform for bank and brokerage custody that is flexible and scalable is the key to becoming a premier wealth management firm. The power of integration— bank and brokerage custody As the leading custodian to the financial world, BNY Mellon’s Pershing brings together the power of two custodial accounting systems in an innovative fashion. Our state of the art brokerage technology is backed by the stability of the oldest financial institution in the U.S. Our unified bank and brokerage platform includes straight-through processing, outsourcing capabilities and a single service team. We also offer enhanced integration capabilities with fintech providers through our robust library of APIs. Our commitment to technology and security makes us well-positioned to serve the world’s most complex institutions, including wealth management firms, registered investment advisors, private banks and trust companies. For professional use only. Not for distribution to the public. | 3 Innovative technology leads to greater efficiency Our solution includes a single advisor workstation for bank and brokerage custody. We deliver a fully integrated trust accounting and global custody platform. This includes client on-boarding, asset movement and straight-through processing. It is designed to create the seamless experience your clients expect.
    [Show full text]
  • Investec Bank Plc Banking Relationship Agreement
    INVESTEC BANK PLC BANKING RELATIONSHIP AGREEMENT 1 Contents 1. Welcome to your Relationship Agreement 4 2. Protecting your account 7 3. Giving us instructions 8 4. Using your account 10 5. Using banking services 17 6. Debit cards 17 7. Third Party Providers 18 8. Borrowing on your account 18 9. Changing the terms of your agreement 20 10. Liability 21 11. Suspending your account, or stopping your use of banking services 24 12. Other events that might happen 25 13. Closing accounts 26 14. If you fail to make a payment to us (set-off) 27 15. Contacting you 28 16. General terms 29 Definitions 31 Charges Sheet 32 Additional Conditions for the Currency Access Account 33 Additional Conditions for the Direct Reserve Account 35 Additional Conditions for the E-asy Access Account 36 Additional Conditions for Fixed Term Deposits 37 Additional Conditions for the Investec Access Account 39 Additional Conditions for the Investec Cash ISA 40 Additional Conditions for the Investec High 5 Issue 2 Account 43 Additional Conditions for the Private bank account 45 The Private bank account glossary 49 Additional Conditions for the SIPP and SSAS Saver 51 2 Additional Conditions for the Specialist Access Account 53 Additional Conditions for the Voyage account 55 The Voyage account glossary 60 Additional Conditions for the Voyage Reserve Account 62 Additional Conditions for the 2 Year Double Base Bond 63 Additional Conditions for the 3 Month Reserve Account 65 Additional Conditions for the 3 Year Base Rate Plus 66 Additional Conditions for the 3 Year Base Rate Plus (release 2) 68 Additional Conditions for the 5 Year Step Up Bond 70 Additional Conditions for Notice Plus 72 3 1.
    [Show full text]
  • Top Wealth Managers
    20. Hirtle, CallagHan & Co. tel: 215-419-6100, Chip Wilson Website: www.veritablelp.com Private-Client Managers: 654 rank ’08: 33 e-mail: [email protected] tel: 610-540-2036, John Scuteri Clients Per Manager: 405 To p We a l T h Ma n a g e r s Here are the top wealth-management businesses in the U.S., based on assets under management in accounts of $5 million or more, as of June 30. The U.S. Private-Client assets: $17.15 bil e-mail: [email protected] U.S. Private-Banking offices: 63 account sizes are up from $1 million-plus in previous Barron’s rankings, to reflect the industry’s increased emphasis on the very wealthy. Big mergers, like Bank of America’s with Merrill Lynch, contibuted to a Minimum account: $10 mil 25. BarClayS WealtH Specialties: Asset-allocation strategies, investment re- Median account: N.A. rank ’08: 19 search and management, financial and retirement planning, reshuffling of the ranks. “N.A.” means data not available. This ranking includes corrections to an earlier version. Private-Client Managers: 19 U.S Private-Client assets: $13.3 bil 30. FidUCiary trUSt CoMPany intl estate and philanthropic planning, business-succession Clients Per Manager: 10-25 Minimum account: N.A. rank ’08: 37 planning. U.S. Private-Banking offices: 7 Median account: N.A. U.S Private-Client assets: $7.0 bil Website: www.rwbaird.com 1. BanK oF aMeriCa gloBal WealtH 70 for Private Wealth Mgmt Minimum account: Typically $1 mil, but in Median account: $8 mil Specialties: Portfolio management, securities Specialties: Integrated asset management, capital Private-Client Managers: 233 Minimum account: $2 mil tel: 800-RWBAIRD, Karen Sweeney & inVeStMent ManageMent (including U.S.
    [Show full text]
  • Custody Services Handbook
    CS-AM As of May 17, 2012, this guidance applies to federal savings associations in addition to national banks.* Comptroller of the Currency Administrator of National Banks Custody Services Comptroller’s Handbook January 2002. AM Asset Management As of May 17, 2012, this guidance applies to federal savings associations in addition to national banks.* Custody Services Table of Contents OVERVIEW ............................................................................................................ 1 Background .................................................................................................. 1 The Custody Services Industry ............................................................ 1 Services Provided by a Custodian ....................................................... 1 Risks Associated with Custody Services ........................................................ 2 Transaction Risk ................................................................................. 3 Compliance Risk ................................................................................ 3 Credit Risk.......................................................................................... 4 Strategic Risk ...................................................................................... 5 Reputation Risk .................................................................................. 5 Risk Management ......................................................................................... 6 Operational Controls .........................................................................
    [Show full text]
  • Wolfsberg Anti-Money Laundering Principles for Private Banking (2012)
    Wolfsberg Anti-Money Laundering Principles for Private Banking (2012) Preamble The following Principles are understood to be appropriate for private banking relationships. Principles for other market segments may differ. The Principles were initially formulated in 2000 (and revised in 2002) to take into account certain perceived risks associated with private banking. Such risks continue to warrant appropriate levels of attention, no less today than ten years ago. Regulators continue to expect strong anti-money laundering (“AML”) standards, robust controls, enhanced client due diligence and suitable AML policies and procedures. The Wolfsberg Group1 takes this opportunity to provide a further revision of the Principles. The objectives of suitable AML policies and procedures are to prevent the use of the bank's worldwide operations for criminal purposes and to protect the firm's reputation. Such policies and procedures are designed to mitigate the risk of money laundering and to cooperate with governments and their agencies in the detection of money laundering. The bank will periodically assess the risk of its private banking business and the bank's Senior/Executive Management will be made aware of these risks. It is the responsibility of Senior/Executive Management of the bank to approve written policies and procedures to address these risks, reflecting a risk based approach and to oversee the implementation of these policies, procedures and relevant controls. Such policies and procedures will adhere to these Principles and will be periodically updated in light of relevant developments. 1 The Wolfsberg Group consists of the following leading international financial institutions: Banco Santander, Bank of Tokyo-Mitsubishi-UFJ Ltd, Barclays, Citigroup, Credit Suisse, Deutsche Bank, Goldman Sachs, HSBC, JPMorgan Chase, Société Générale and UBS.
    [Show full text]
  • Best Bank for Sustainable Investing and UHNW
    For UBS marketing purposes The Global Private Banking Awards cap a successful year in which UBS has already won several accolades. (UBS) Global Private Banking Awards Best Bank for Sustainable Investing and UHNW 11 November 2019, 8:36 pm CET, written by UBS Editorial Team PWM and The Banker from the FT named UBS "Best Private Bank for Sustainable Investing" and "Best Private Bank for Ultra High Net Worth Clients" in 2019, recognizing the bank's position as an industry leader in these segments. UBS is grateful to be recognized for its efforts to drive independent expert panel and are judged on the progress change through sustainable investing and for offering they have made in their business and growth strategy and comprehensive and highly personalized financial services how they have been able to boost inflows and profits. They for individuals, families and family offices around the globe. are also evaluated on their client relationship management UBS also won Best Private Bank in Asia and was highly capabilities, and how they adapt portfolio management, commended for Best Global Private Bank and Best Private asset allocation and product strategy to meet investors' Bank for Education & Training of Private Bankers. changing needs and attitude to risk. Increasingly, investors want their investments to reflect their The Global Private Banking Awards cap a successful year personal values. Sustainable investing could allow them in which UBS has already won several accolades, including to create lasting positive change in the world, without the "Best Private Banking Services Overall 2019" title in compromising on investment performance.* By investing the Euromoney Survey earlier this year.
    [Show full text]
  • Cxo Tech Brief for Banking 1
    CXO INSIGHTS CXO TECH BRIEF FOR BANKING 1. SECTORAL EXEC SUMMARY Stéphane Dalifard Vice President, Capgemini Invent Banking Sector Lead Olivier Adriaens Vice President, Capgemini Invent Business Technology COVID-19 HAS ACCELERATED SHIFTS IN CONSUMER BEHAVIOR AND CAUSED SIGNIFICANT EARNINGS CHALLENGES GIVEN THE TOUGH MACROECONOMIC CONTEXT AND EXTENSIVE RISK OF FINANCIAL DISTRESS FOR BOTH CONSUMERS AND ENTERPRISES The banking Industry is facing profitability challenges and must innovate to maintain and grow its business ❑ Low interest rates ❑ Changing regulatory landscape ❑ Pressure from fintech companies that leverage technology to offer new services ❑ Initiatives for green banking products 1. SECTORAL EXEC SUMMARY 5 CORE CHALLENGES OF THE BANKING INDUSTRY 1. COVID 19 HAS ACCELERATED DIGITAL ADOPTION FOR BOTH CONSUMERS AND BANKS with a shift in behaviors, expectations and ways of working: 57% of consumers now prefer internet banking (up from 49% in pre-COVID days) Businesses and functions that were previously unsuitable for remote working had to embrace it. 2. CONSUMERS ARE ADOPTING NEW SERVICES (Digital Financial Planners, P2P Lending, Robo-investment solutions, POS financing, etc.), generating new sources of revenues for banks 60% of millennials are willing to use payment methods other than credit cards to finance their e-commerce purchases(1) 3. GROWING EMERGENCE OF NEW BUSINESS MODELS (Bank as a Service, Platform as a service, from Open banking to Open X, disintermediation, tokenization) not only in retail banking but also in investment and private banking 60% of bank executives plan to scale their firm’s API infrastructure to boost BaaS (1) 4. A CHANGING INDUSTRY LANDSCAPE WITH NEW COMPETITORS (fintech, big tech, etc.) raising consumer expectations for innovative services 36% of customers discovered a new financial provider during the pandemic and plan to continue with them post-pandemic as 55% of fintech customers were satisfied with their provider’s offerings(1) 5.
    [Show full text]