With new compliance requirements, increased scrutiny from regulators and the pressure to maintain ones market position, reputation and brand, developing a comprehensive supplier management function has become critical in recent times. Banks can gain tremendous cost advantages and efficiency gains through increased governance and streamlined operations of supplier management.
Privacy is the right to have control over how an individual’s personal information is being collected, shared and used. In recent trends, people’s attitude towards the internet has changed tremendously. The willingness and comfort level of people to share and reveal information about themselves and their peers have vastly increased, and are further rising. As information intensive sites increase and sprout across networks, the probability of individuals to both consciously and subconsciously reveal personal information on these different networks has increased drastically, and will continue to increase in the foreseeable future. This increase in exposure can lead to incidents of identity theft, fraud and data leakage posing a serious threat to one’s privacy.
Mortgage Servicers are entrusted with almost all vital operations, ranging from payment collection to loss mitigation attempts. However, until January 2014, no strict regulations were in place to safeguard the borrower’s interest. In the upheaval of the last few years, both competitive pressures and the regulatory environment have changed this forever. If the industry has to flourish in the wake of the crisis, then it must embrace borrower-centrism as a core value.
In recent times, stress testing has acquired statutory status the world over and in US it has become an integral component of Comprehensive Capital Analysis and Review (CCAR) guidelines, aimed at maintaining fiscal prudence in US banking sector. As per CCAR guidelines, banks should be able to create a response mechanism in case an economic distress were to occur. Hence, it is of utmost importance that results are actionable from Capital Planning and Customer Lifecycle Management (Acquisition and Account management & Collections) perspective.
Today, like never before, IT captures the pulse of a banking organization. The success or failure of a banking enterprise bears a direct correlation to its ability and maturity in ensuring timely IT project delivery.
Before the financial crisis, servicing of loans was a relatively straight forward process. Loan modifications and foreclosures were relatively rarer. However, in the wake of the crisis, entire mortgage portfolios went delinquent. Mortgage Servicing Rights (MSR) prices dropped by up to 70%.
In the light of the crisis, the mortgage industry has been under tremendous pressure to manage its business in a more data-driven manner. There are both operational as well as regulatory imperatives to understand the borrower better, maintain procedural controls, and improve transparency.
Over the years, financial systems and networks enabling banks’ business operations have grown in scope, scale and complexity. To manage internal processes such as customer acquisition, existing customer management and collections processes ; and risk strategies such as ‘Authorization, CLI / CLD, Payment Hold’ etc., the banks have adopted newer enterprise grade platforms such as Visionplus (First Data), TS2 (TSYS), TRIAD (FICO), Blaze Advisor (FICO) and Strategy Design Studio (Experian).
As the world is crawling out of the global economic crisis, several efforts are underway by regulators as well as international organizations, such as the International Monetary Fund (IMF) and Bank of International Settlements, to institutionalize stress testing as an integral part of bank’s functioning. The intent is to better understand system-wide risks that can trigger widespread economic and financial instability. US Fed, therefore, has mandated an annual Comprehensive Capital Adequacy Review (CCAR) exercise for all banks to submit their capital plans for multiple scenarios (Baseline and Stressed scenarios).
CCAR 2013 results are out. While most of Bank Holding Corporations (BHCs) have exhibited strong capital resilience to stress tests, 4 out of 18 BHC need attention in their capital plan or capital planning process. In 2012, the picture was similar. Most BHCs had adequate capital ratios; however 4 of the 19 BHCs had one or more projected regulatory capital ratios that fell below regulatory minimum levels at some point over the stress scenario horizon.