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billion asset organisation’.

The bank has a ‘pretty strong history of acquisition and internal growth’ and, indeed, has made an acquisition since going live with the new systems, a 20-branch bank in New Milford, Connecticut, NewMil Bancorp. This proved to be a ‘fairly straightforward conversion’.

‘Having the resources from FIS to help with that on the mainframe side is a benefit as well. But it was a fairly easy and transparent acquisition.’

The bank has a single customer view, with Touchpoint linked to what Kershner calls a ‘robust’ Customer Information File (CIF), part of the Systematics suite, dubbed RM (Relationship Manager).

In the data warehouse there is also customer information from the core systems as well as from the bank’s subsidiaries.

The long-term vision was to extract and store all operational data to provide a ‘360 degree view of customers’, across all parts of the Webster Financial Corporation group level, including trust and brokerage.

Ultimately, this information was to be used for offline marketing analytics and to provide real-time product recommendations to branch, contact centre, and internet customers.

Further developments

The bank has focused on continuing to enhance its retail and commercial internet banking platforms.

It has added aspects such as e-statements, credit card integration, consumer ACH, small business functionality such as tiered security and business tax payments, and commercial functionality such as positive pay and remote deposit capture.

Further to this it has continued to enhance teller, branch and contact centre platforms, all provided through the Touchpoint system.

‘There has been a lot of front-to-back office workflow and customer servicing enhancements, tweaking those systems to handle new products and regulatory changes,’ said Kershner.

Since the implementation of the new architecture, the bank has been able to launch various relationship pricing products and different types of CDs.

By early 2009 it was ‘in the midst of implementing a whole slew of new products’ to be launched over the next five or six months. Most of these were relationship packages for consumers and small businesses.

At this stage, nearly four years into the project, the bank had been going through a technology refresh.

The desktop refresh is an annual process, but it had also just completed a refresh of some of its enterprise servers moving from IBM P690s to IBM P595s.

‘Our data storage is migrating from EMC platforms to NetApp platforms and we are expanding our usage of VMware,’ added Kershner.

It had also done a physical refresh of the SOA infrastructure, ‘adding capacity and improving performance’.

This had involved moving from the 8.1 version of Weblogic to the newer 10.2 version.

‘A major technology enhancement is a continuous process, you need to update, improve and refine, then refresh it – always working to keep it current, compliant and secure.’

Kershner saw the benefits of SOA as ‘pretty much as advertised’.

‘One of the key benefits is that you are building logic in one location and extracting it from individual applications, you’re not having to build that logic in every delivery channel or application. You can build it in one place and then utilise it across all applications.’

The example he used was with the interface to external credit card companies. This interface can be built in the

Core Banking Systems Case Studies: North America 43

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