IBS Journal February 2016


‘The reality is that HML will be on the other side of the equation


from time to time. You don’t want to make it impossible for a client to migrate away from you if its business model changes. Otherwise


your message to future clients is saying the pain to move away from us is too great.’


Anthony Keeble, Paratus AMC


board sponsor, to handle any matters. The month’s delay was ‘not a major


issue’ and Keeble says ‘we didn’t need the full month in the end’.


The others Including HML, Paratus AMC did look at two vendors for the migration project. But he says Paratus AMC wanted to focus on ‘smaller’ organisations like Phoebus with the ‘strength of their legacy’ and because they are ‘relatively competitive on price’. ‘Phoebus also met our needs in a num-


ber of areas and had a proven track record. ‘For 20-30% of the time we use Phoe-


bus in terms of users. We transfer data both to and from Phoebus for these processes, but most of our processes are outside of it, and what we want is a very robust and resil- ient system that can provide comfort. ‘A lot of other systems were either far


more expensive or provided us with solu- tions we didn’t require.’


The long goodbye Throughout this entire project, HML was also very helpful to Paratus AMC, some- thing that Keeble often acknowledges in the interview. ‘The reality is that HML will be on the other side of the equation from time to time. You don’t want to make it impossible for a client to migrate away from you if its business model changes. ‘Otherwise your message to future cli-


ents is saying the pain to move away from us is too great. ‘If they put barriers in place, then short


term that would be OK. But long term you’d get a reputation for being very difficult to


© IBS Intelligence 2016


deal with. ‘HML provided that support over


the weekend and to be fair to them they pushed one or two releases over the week- end to accommodate us. I can’t have any criticism of them because they could have been difficult.’ Paratus AMC still maintains a ‘relation- ship with their senior management’ and HML clearly demonstrated great profes- sionalism during the entire project.


The numbers game Paratus AMC had a core project team of about eight, and for Phoebus, there were three or four people. ‘But it’s not easy to say how many of their team were involved’. In terms of supporting Paratus AMC’s


core team, ‘there could have been anything up to 12-15 people involved – particularly around testing work’. Keeble is also keen to offer addition-


al statistics to frame the size and scope of the project. It included over 30 million mortgage


transactions, nearly 300,000 unique cus- tomers (due to joint mortgages although some borrowers had multiple loans), and over four million historical rate changes. In terms of the total costs of the pro-


ject, Keeble wouldn’t provide an exact figure, but says it’s better to think of the net savings made and the project should pay back what was spent in just under 18 months. If that happens, then all companies


involved can look back with fondness at a migration that ran smoothly and efficiently.


Antony Peyton www.ibsintelligence.com 43


case study: paratus amc


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