Partners


Back in the Sanchez days, there was a productive joint venture in Poland in 1997 with the aforementioned Computerland, resulting in the formation of Elba CBS, with Sanchez taking a 20 per cent stake in this. Sanchez had already worked with a company called CSBI, which was rolled into Elba CBS. In the late 1990s, Sanchez was also working with PwC in South America. In Malaysia, Sanchez worked with a company called Opensys. For trade finance, Sanchez resold Surecomp’s Imex system. PBK in Poland took Imex with Profile, for instance, and, in May 2001, a partnership was announced with CMG, initially focused on Benelux.


IBM was a key partner for Sanchez. A formal tie-up in 1996 was linked to the system being ported to the RS/6000. A global partnership followed in 1998. This was intended to see IBM market and implement the system, and to position it as its prime offering on the RS/6000/pSeries (a similar partnership was forged by IBM at around this time with Fiserv for the AS/400/iSeries). Compaq was another long- term partner. In addition, towards the end of 1999, Sanchez signed a deal with NCR in the US for Profile to replace the existing back office software within NCR’s community bank outsourcing centres. NCR supported over 350 such banks from its centres.


FIS has had partnerships for areas where it lacks components, including trade finance. In this space, at different times, it has worked with Surecomp (as mentioned) and China Systems. In late 2012, it was talking to Misys about a joint bid that might include this supplier’s Trade Innovation. In November 2010, FIS made a somewhat surprising acquisition, in the form of IT consulting and services company, Capco, for $292 million. It has kept this at arm’s length, as it has sought to maintain Capco’s independence, but it can call on its subsidiary for delivery and consulting around its own offerings. ‘We’ve gained significant experience in some of the areas where they are strong,’ said Steve Thompson, FIS director, business solutions group, in late 2012. This included systems integration and this was proving particularly useful as FIS delivered multi-application solutions, he said. Capco has retained its brand and governance. It had partnerships with a number of vendors, and these were expected to continue. The largest was with Murex, where Capco had more than 150 resources. It had other partnerships with Sungard (focused on Front Arena), Wall Street Systems,


Product roadmap and progress


FIS claims to have moved to a single version of Profile, with customisation accommodated within the development framework around this, for client-specific, country or regional modifications, as well as for Islamic banking. The developments can be supported by FIS through an extended maintenance agreement or by the customer or its partner. Xpress constitutes the SOA layer in front of the different FIS and non-FIS applications. From around 2004, FIS started to talk about providing Java components via Xpress, to be shared across different platforms. The first emphasis was on an ‘Enterprise


Customer’ component, with this apparently in production at one of the Systematics users by the end of 2005. It was formed from the data models of Corebank (which was originally based on IBM’s Information Framework – IFW – and FSDM data model), Systematics’ Relationship Manager, and Profile. It was intended to separate the customer information from the product engines.


The next development to be touted was a ‘product hub’ to allow users to catalogue and package products, bringing greater flexibility and faster time-to-market. It has been a


Universal Banking Systems Market Report | www.ibsintelligence.com 101


Openlink and Simcorp. It had also worked on projects involving the likes of Temenos, Clear2Pay and Fundtech, but did not have formal partnerships with these. The two companies said there were no other potential buyers and the takeover stemmed from talks that were initially focused on a partnership.


Capco was majority owned by private equity firm, Symphony Technology Group, and had around 1000 staff, with an emphasis on financial services. Clearly, some of the focus would now be on FIS’s payment and core banking solutions. FIS said Capco was expected to generate $225 million in revenue in 2011, half of which would be from outside North America. Capco’s stated intention had been to increase revenues to at least $700 million over five years, with this target now raised to $1 billion. A ramp-up in headcount projections saw a stated aim of 500 to 1000 by the end of 2011. FIS has a fairly small number of local partners, for implementation services, including TNIS in Thailand and a couple of Russia, and others in the Middle East, as well as working alongside local and larger partners on a project-by-project basis.


In the last couple of years, on


the services side, FIS claimed to have been building local teams for Profile, including in Poland, Italy, UK, Portugal and Germany. It also claimed to have significantly increased its own delivery capabilities and the governance and methodologies around this. Development remains in the US.


The Clearing House (TCH) teamed up with FIS to deliver a


new real-time payment system for the US. TCH is using FIS’s technology to expand and speed up delivery of the system, and TCH says FIS’s network of over 3,000 financial institutions help greatly.


On 30th November 2015, FIS announced the closing of its acquisition of SunGard, one of the world’s leading financial software and technology services companies. The acquisition uniquely positions FIS to offer a broad range of enterprise banking and capital markets capabilities that will further empower the financial industry worldwide. With complementary technology solutions and services encompassing retail and institutional banking, payments, risk management, asset solutions and insurance, the combined company now has more than 55,000 employees and $9.3 billion in revenue on a pro-forma basis.


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