IBS Journal October 2015


BAML is always reaching out to poten-


tial clients, many of whom can provide their own analysis due to their size and resources, says Murray. Often these clients don’t do this in-house, she adds, especial- ly when it comes to detailed reporting on data. This can result in them missing the trend analysis that BAML aims to provide them with. ‘The beauty is in being able to give


the client the ability to say “I want to have that view and I want to see it daily over the last 45 days or see a trend over the last 45 months”,’ Murray says. The firm wants its cli- ents to be able to see their cash in US Dol- lars, Euros and Pounds, and look at their restricted cash to tell them what their true liquidity ratio is. A global focus is what BAML has in


mind, she adds. Clients should be able to see where their cash is across the world – to that end the bank is designing CashPro to allow specifics down to the regional lev- el. Clients will be able to track their balance across multiple sites and in multiple cur- rencies in the future, adding an extra layer of insight. But how does BAML managed to sift


through the reams and reams of data that must flow through its systems every day? The feeds, says Murray, are stored in data flops or clouds, which are then used to feed the reports directly. Two years’ worth of data is stored for every subscriber. The data is then further refined into separate feeds for individual viewing. It’s all very well being able to see the data, but understanding it is also


key. BAML plans to give that informa- tion to its subscribers in a graphical for- mat – making it easily digestible and actionable. In the future the service aims to allow users to tracks credit applica- tions – as well as investment services and products – and view their balances at other banks and institutions in the same program. If the harnessing of data is the future


of BAML and its clients, then what can be expected down the line? By 2016, says Murray, the firm is hoping the plat- form will be able to provide information refreshed at a daily rate on all facets of a client’s liquidity management. The current system is only able to provide an available balance that refreshes every five minutes, she adds. Additional feeds, payment outflow


information and increased comparable categories are in the works for the next two to three years. ‘Clients always ques- tion what other clients look like,’ Murray says. They’re always looking for compara- bles, especially the case in BAML’s higher value customers. So data is the key for BAML as it looks


towards completing the modernisation initiatives it started more than five years ago. Banking is changing, agrees Murray. Proper management of data procurement and analysis is paramount in an emerg- ing digital world. Capturing it and utilis- ing it is what will separate the wheat from the chaff – companies can’t allow to let this ‘digital currency’ slip through their fingers.


© IBS Intelligence 2015


Bank of America’s love affair with data


BAML’s parent, Bank of America, has recently completed ‘one of the largest projects in the world’ in the banking space with SAP, according to the vendor. The bank has been working on a


global data management initiative, deploying SAP’s Bank Analyzer, Business Objects and Business Warehouse (BW) on HANA, SAP’s in- memory data platform. The project has been a number of years in the making, but the final go-live took place in January this year. SAP’s Business Planning & Consol-


idation (BPC) solution is now on the bank’s agenda for HANA. ‘This has been a wall-to-wall


implementation for the CFO. The bank knows every single transaction, via which channel it was performed and much more,’ says Falk Rieker, global vice- president and head of banking at SAP. The figures are impressive: 250


million customer accounts records, 3400 legal entities, one billion transactions per month, 75 mil- lion transactions a day to SAP’s BW, and 348,000 reports run on BW per month.


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case study: data management


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