When looking for an investment services partner to support your high volume trading funds, it is important to consider not only the automation processes currently implemented, but also how this partner addresses continuous improvement. Excelling at data automation requires a commitment to investing in automation technology, integrating customer feedback, and therefore continuously improving processes. “Excelling data automation requires a commitment to investing in automation technology, incorporating customer feedback, and thereby continuously improving processes.”

“The speed of our reports and the accuracy of our results are evident to our clients, and this doesn’t happen by accident,” says Somerville. “This is happening because we are continually improving our data management. We continued to develop a central repository for all our data (our internal data lake implementation) to receive, store and feed all fund services data through a single reporting portal, Pivot.

That said, data automation will only get you so far. The unique characteristics of investment funds, essentially the alpha that sets management companies apart, means that the personal touch still matters. It’s important to find a fund services partner that combines advanced data automation with a client-centric approach.

“We just don’t consider all the data to be the same,” says Somerville. “From a strategic perspective, we are looking at all the ways we receive, process and communicate our information to determine if it can be handled most efficiently, either centrally with our technology unit or individually with our operations.”

An individualized approach provides investment managers with an automation solution tailored to their unique needs. “Internally, we match the right kind of talent to the specific challenge that each client represents,” says Somerville.

A strong fund services partner also takes customer feedback into account to continuously improve data automation processes. “It’s important to constantly look at each other and see what we can improve. It’s key to everything we do,” says Burns.

For example, each of our operations teams keeps a regular inventory of their manual processes, then ranks each process based on the level of risk of error and the amount of resources used, Burns explains. “From there, operations managers and the technical team work together to decide which processes need to be automated.”

“This continuous improvement shows in everything we do,” says Somerville. “It’s an exercise in life and breath for us. This is an area where we truly stand out and outperform our peers.