In September 2016, Accenture won a multi-year contract with UniCredit Business Integrated Solutions to implement a
Payments-Platform-as-a-Service (PPaaS) solution. The solution is built on DH Corporation’s global payments services hub software and will process SEPA and international payments, and will adapt to new regulations and industry updates. Accenture secured the contract after going through a competitive bid process
BBVA
Accenture has a long-standing relationship with Spain-based Banco Bilbao Vizcaya Argentaria (BBVA). Alnova has been in use for many years at BBVA Portugal and the group’s Central and South American operations across Argentina, Bolivia, Chile, Colombia, Mexico, Peru, Venezuela and Puerto Rico (the latter one was sold in June 2012 to Oriental Financial Group). However, BBVA selected Infosys’ Finacle in 2008 and it looked as though Alnova would be displaced from the bank. The project kicked off in BBVA Paraguay but didn’t materialise (a source at the bank confirmed that it was at an end by early 2011) and the bank moved onto a local solution from IT Gestion Financiera. By this stage, BBVA Compass, the bank’s large US-based
subsidiary, had signed as the first taker of Alnova in the country. BBVA Compass had 716 branches, formed by acquisitions in Alabama, Texas, Arizona, California, Florida, Colorado and New Mexico. The Alnova implementation at BBVA Compass, worth $362 million, started in late 2009 and has been on a phased basis. ‘We landed in the US in 2007 with a considerable investment, aiming to become a universal bank that provides a lifetime service to its customers,’ said Sergio Fidalgo, CIO of BBVA Compass. The roadmap of this all-encompassing project was designed in 2009 under the name of Centric, and Alnova was selected in 2011, in part based on solid site references from within the subsidiaries of BBVA Compass’ own parent bank. BBVA had acquired Alabama-based Compass Bancshares
(later renamed as BBVA Compass) in 2007 and merged it with the group’s other affiliates purchased in 2005/6 (Texas Regional Bancshares, State National Bancshares and Laredo National Bancshares). In 2009, it also bought the assets of failed Guaranty Bank, giving it a presence in California. This positioned BBVA Compass among the top 20 US commercial banks. Due to the inception and composition of this banking
group, the implementation of Alnova was structured in phases, as it had to replace a range of in-house developments and third party applications from domestic suppliers (such as Systematics from FIS). ‘After taking into account the bank’s size and its work patterns, we considered that a big-bang go-live could have an enormous impact on BBVA Compass’ transactions,’ said Fidalgo. The project was initiated in late 2009 followed by over a year of in-depth analysis and planning. In mid-2011 the actual
implementation kicked off with the migration of the integrated customer file at the bank’s head office in Alabama, where Alnova functionalities are centralised. This stage consisted in setting up the necessary information sources and technology tools for the team to carry out the roll-out across the BBVA offices.
Once the customer data was migrated and stabilised in April 2012, the bank started its state-by-state roll-out and full integration of deposits and accounts. The Colorado-based operation was the first on the list. This choice was based on the relatively small size of the operation (38 branches and offices). ‘When designing the roadmap of a conversion project like this one, you need to maintain the balance between broad functionality and a relatively low-risk environment,’ says Fidalgo. The bank decided to start the roll-out at the smallest office, which was also distant from the bank’s core operations and business activities located in Texas and Alabama. These two centers had the highest level of resources and workforce to support such endeavour, he said, but the bank couldn’t rely on this throughout the project due to physical distance, ‘so we thought the sooner we faced the challenge of working without this support, the better for the project as a whole, as that would prepare us for the final roll-out in Texas’. The implementation in Colorado took six weeks, in which
‘we cleaned the pipes and analysed any potential risks we could come across in future phases’. Fidalgo explained that this initial phase was a ‘test’ to see how Alnova would support the heavier centers of activities later on. The implementation continued for BBVA Compass in Arizona, California and New Mexico. The new system was deployed in each of these operations in about four to six weeks. The process then moved to the Alabama and Florida operations, before the final cutover in Texas in September 2012. The bank operates in Texas through more than 370 branches, servicing over one million customers. Fidalgo believed that choosing a phased implementation, starting with smaller units, was a wise decision because each deployment served as preparation to embrace the cumbersome cutover at the Texas-based operation.
Fidalgo felt that with Alnova in place, the bank was
benefitting from an integrated platform that coordinated all of the bank’s transactions. ‘That accelerates the process incredibly,’ he said, ‘and has allowed us to work on innovative financial products that we will soon unveil.’ The new system cuts the time it takes to open a new deposit account to five minutes from 40+, and reduces time-to-market for new
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