BMO Wealth Management Selects FactSet for Primary Market Data

BMO WEALTH MANAGEMENT SELECTS FACTSET AS PRIMARY MARKET DATA PROVIDER

FactSet solutions deployed to BMO Wealth Management professionals to drive digital transformation

FactSet, a global financial digital platform and enterprise solutions provider, today announced that it has been selected as the primary market data provider for BMO’s Wealth Management division.

FactSet is deploying its modern, flexible Advisor Workstation to BMO Wealth Management professionals across Canada to support its digital transformation objectives.

The implementation equips advisors with FactSet’s industry-leading content and analytics within a comprehensive and intuitive web-based interface that enhances BMO Wealth Management’s broader technology ecosystem to drive advisor productivity and client engagement efforts.

The expanded relationship with BMO represents another significant win in the wealth management sector, and confirms FactSet’s strategy to deliver flexible, robust, and differentiated solutions that power our clients’ digital transformation journeys across their wealth enterprise.

“Our collaboration with BMO demonstrates how FactSet’s solutions enable enterprise-wide digital transformation and reinforces our commitment to the Canadian market,” said Goran Skoko, Executive Vice President, Head of Research and Advisory Solutions at FactSet. “We are thrilled to work with BMO, who is committed to implementing new technologies that will enhance communication, efficiency, and the advisor experience, and drive improved customer outcomes.”

“We are pleased to work with FactSet to help drive progress in BMO Wealth Management’s digital transformation journey. Together, BMO Wealth Management’s professionals will be equipped with the technologies to deliver enhanced client engagement and experiences,” said Bruce Ferman, Chief Operations Officer, BMO Private Wealth.

For more information on FactSet’s wealth solutions, visit: Wealth Management Firms | Wealth Management Software | FactSet

About FactSet

FactSet (NYSE:FDS | NASDAQ:FDS) helps the financial community to see more, think bigger, and work better. Our digital platform and enterprise solutions deliver financial data, analytics, and open technology to over 7,000 global clients, including over 180,000 individual users. Clients across the buy-side and sell-side as well as wealth managers, private equity firms and corporations achieve more every day with our comprehensive and connected content, flexible next-generation workflow solutions, and client-centric specialized support. As a member of the S&P500, we are committed to sustainable growth and have repeatedly scored 100 on the Human Rights Campaign® Corporate Equality Index and been recognized amongst the Best Places to Work in 2023 by Glassdoor as a Glassdoor Employees’ Choice Award winner. Learn more at www.factset.com and follow us on Twitter and LinkedIn.

About BMO

Serving customers for 200 years and counting, BMO is a highly diversified financial services provider – the 8th largest bank, by assets, in North America. With total assets of $1.14 trillion as of October 31, 2022, and a team of diverse and highly engaged employees, BMO provides a broad range of personal and commercial banking, wealth management and investment banking products and services to 12 million customers and conducts business through three operating groups: Personal and Commercial Banking, BMO Wealth Management and BMO Capital Markets.

Introducing ‘Compliance in Focus’

This article first appeared as Compliance in Focus on Markets Media. Compliance in Focus is a content series on regulatory topics for financial markets and the challenges compliance officers face in addressing surveillance and monitoring. Compliance in Focus is produced in collaboration with Eventus.

Regulation of financial markets is arguably more in flux now than at any time since the wake of the global financial crisis more than a decade ago.

The U.S. Securities and Exchange Commission has been extraordinarily active, and as of Jan. 4 had 52 rules in proposed or final rule-making stages, including four significant equity market structure rule makings proposed in December. SEC enforcement actions increased 9% to 760 in its 2022 fiscal year, while money ordered in SEC actions totaled a record $6.4 billion, up a whopping 67% from the fiscal year prior. The European Union has pending rules for digital assets markets, while in Asia, regulators continue to tighten rules to bring market regulation more in line with U.S. and European standards.

With that backdrop, Markets Media is pleased to introduce Compliance in Focus, a biweekly content collaboration with Eventus. The aim is to cut through the haze of rule makings and deliver the most critical and timely information that institutional trading and investment firms need, not only to comply with regulations most efficiently and cost effectively, but to do so in a technology-forward way that can provide a competitive advantage.

Joe Schifano, Eventus

“Having access to compliance expertise is table stakes in this environment,” said Joe Schifano, Global Head of Regulatory Affairs at Eventus. “That’s why we’re partnering to launch this new series — to connect experts across the industry.”

Schifano oversaw compliance at a large proprietary trading firm from 2016-2020, after previously holding senior roles in supervision and regulatory affairs at an exchange group and on the sell side.

“As a former chief compliance officer, I know the tough job compliance teams face,” Schifano told Markets Media. “They have to handle large volumes of data and alerts. They must understand regulatory risk, track rules across jurisdictions, and then document their decisions for regulators. And they must adopt the right technology so their talented employees can focus on high-value tasks.”

Every other Wednesday in this space, we will publish content themed around regulation and compliance, as well as surveillance and monitoring methods and technology. We’ll share Compliance in Focus content on LinkedIn and Twitter.

Schifano noted that trade surveillance is complex and costly when done with unreliable data and outdated technology, especially with the expansion of algorithmic trading and more demanding regulators. Avoiding enforcements actions – and their financial and reputational costs – requires future-proofing your company by being able to scale compliance operations and anticipating what regulators want to see, rather than just reacting to regulators.

“Getting compliance right is essential,” Schifano said. “Financial institutions that invest in this core function can thrive over time.”

Financial Firms Scaled Investments in Next-Gen Tech in 2022, Signaling New Phase of Digital Transformation

57% of firms see digital transformation as their most important strategic priority

NEW YORK, Jan. 25, 2023 /PRNewswire/ — A majority of financial services firms now view digital transformation as essential to their business and are already looking to the next wave of technology to help get ahead, according to a new report by Broadridge Financial Solutions, Inc. (NYSE:BR). In the 2023 Digital Transformation and Next-Gen Tech study of 500 C-suite executives and their direct reports across the buy side and sell side globally, 71% said artificial intelligence (AI) is now significantly changing the way they work, and 60% agree that within ten years, blockchain and distributed ledger technology (DLT) will become the core of financial markets infrastructure.

Despite a more challenging economic environment, firms are also accelerating their funding of digital transformation initiatives as they anticipate further widescale adoption of new and more powerful technology. Firms now spend 27% of their overall IT budget on digital transformation – a 16 percentage point increase versus the 2022 study.

“A new chapter in digital transformation is emerging,” said Tim Gokey, Chief Executive Officer of Broadridge. “In our work with clients across the financial services industry we see leading firms are already reaping the benefits from digitalization and the use of technologies such as AI and blockchain/DLT, as they adapt to economic headwinds and new competitive dynamics. Firms are now looking ahead to what their customers will require five to ten years from now, and how technology can help them to deliver that vision.”

The study categorized firms as digital “Leaders” versus “Non-leaders”, based on how advanced they are in 10 of the most essential aspects of digital transformation. These aspects include their innovation culture, use of emerging technologies, seamless customer experience (CX), internal skill-building, and adoption of security and privacy protocols.

Digital Transformation Goes Mainstream

Adapting to a digital world and embracing the potential of new technology now underpins organizations’ core business strategies, with more than half of digital Leaders (53%) viewing higher revenue growth as one of the most important benefits of digital transformation.

Investment in next-gen technology is now understood to be essential in preparing for the future. Fifty-seven percent of firms agree that falling behind in digital transformation will hurt their ability to attract and retain talent, further impeding their ability to unlock new and innovative tools and platforms.

The 2030 Technology Landscape

Significant advancements in AI, data analytics, and real-world applications for blockchain and DLT are driving momentum and optimism among leading financial institutions. In fact, 80% of survey respondents say the industry will have modernized its tech stack before we land a human on Mars, a major technology feat currently estimated to happen by the early 2030s.

Respondents expect more nascent technologies to make significant progress as well. Firms classified as Leaders plan to increase investment in quantum computing by 16% on average over the next 2 years; however, firms are only increasing investments in the metaverse by 5% on average, indicating more of a “wait and see” approach before committing funds.

The Digital Divide

Industry incumbents face challenges from new entrants to the market and will need to embrace digital solutions to maintain their market position. The study examined the differences between traditional financial firms and Digital Natives, defined as online banks, brokers, robo-advisors, and digital wealth management firms established in the last 15 years and not part of an incumbent firm.

The report found Digital Natives are more likely than traditional firms to place transformation as their most important strategic priority (78% versus 51%), marked by greater increases in digital investments. Seventeen percent of digital natives also report being at the advanced stages of deploying AI, blockchain, cloud, and other emerging technologies, versus 7% of traditional firms.

The full 2023 Digital Transformation and Next-Gen Tech Study can be found here.

Methodology

This Broadridge survey was conducted by ThoughtLab Group to understand how financial services companies are digitally transforming and adopting AI, blockchain, and cloud technologies. C-suite executives and their direct reports from 500 financial institutions globally on the buy side and sell side were surveyed, with fielding completed in Nov 2022. The total assets or AUM of companies in the sample ranged from $1 billion to over $250 billion. The study scored firms on a range of factors related to progress with digital transformation. Firms were then categorized as digital Leaders or Non-leaders in the Broadridge Digital Transformation Maturity Framework. For further details on survey methodology, please contact a Broadridge media representative.

About Broadridge

Broadridge Financial Solutions (NYSE: BR), a global Fintech leader with more than $5 billion in revenues, provides the critical infrastructure that powers investing, corporate governance and communications to enable better financial lives. We deliver technology-driven solutions that drive business transformation for banks, broker-dealers, asset and wealth managers and public companies. Broadridge’s infrastructure serves as a global communications hub enabling corporate governance by linking thousands of public companies and mutual funds to tens of millions of individual and institutional investors around the world. Our technology and operations platforms underpin the daily trading of more than U.S. $9 trillion of equities, fixed income and other securities globally. A certified Great Place to Work®, Broadridge is part of the S&P 500® Index, employing over 14,000 associates in 21 countries.

For more information about us and what we can do for you, please visit www.broadridge.com.

Five Lesson from 2022’s Blockchain Failures

By Alisa DiCaprio, Chief Economist, R3

Five key blockchain projects failed over the course of 2022. Failures are an inevitable part of any industry, but the collapse of FTXASXTerra/Lunawe.trade and Tradelens in such a short space of time has raised eyebrows, particularly towards the underlying distributed ledger technology (DLT) itself. 

Rather than examine each case individually, it’s important to consider the patterns across these projects. By doing so, we can properly assess what went wrong and what these failures mean for the sector in 2023.

  1. The technology is not the culprit

Blockchain is the clear common denominator between the FTX, ASX, Terra/Luna, we.trade and Tradelens projects. Against a backdrop of growing public scrutiny – with little coverage of the successful blockchain projects happening elsewhere – many sceptics view these collapses specifically as technology failures.

This school of thought, however, runs into problems quickly. These five projects used a range of different protocols, suggesting that blockchain alone cannot be the whole story. They were also a mix of both public and private blockchains – including Hyperledger Fabric (HLF)DAML on VMWare, and Ethereum – with many of these protocols already successfully deployed in other cases. It therefore seems unlikely that the blockchain technology itself was responsible for the failure of these projects.

  1. Always consider the costs

Both the ASX and we.trade projects cited high costs as a key reason for their collapse.

Designing a solution using entirely new technology can be expensive. Training engineering teams, building an ongoing service relationship with the provider and continuously iterating the solution requires a substantial amount of money from the banks and exchanges behind these projects.

For ASX, these factors meant the final product differed greatly from the initial proposition. This also underlines a related challenge; since cost-recovery depends on adoption, it is difficult to estimate the return on investment of new deployments. Entering unchartered waters also means that costs change as projects evolve.

  1. Network building is a delicate process

When Maersk began collecting members of the TradeLens network, an entirely new network of container operators (GSBN) was formed of operators who did not want to join TradeLens but who were interested in the types of solutions they were creating. Politics still matters.

Both we.trade and Tradelens suffered from reluctance amongst others in the sector to adopt the solution. Although both created and deployed full solutions used by their members, other entities outside of this circle decided not to engage with their respective services.

FTX and Terra/Luna experienced a different type of network-building problem. The interconnectedness of both cryptocurrencies and exchanges had a domino effect; when their projects failed, they took others down with them.

Networks are the building blocks for widespread adoption, but they can also be a source of fragility. Regulation can help avoid this problem in future.

  1. Regulation is the key to adoption

Decentralised finance (DeFi) operates in a separate ecosystem from traditional finance (TradFi), and cryptocurrencies lack a coherent regulatory structure. Whilst blockchain itself doesn’t require specific regulations, it does interact with financial regulations in a new way.

Terra and FTX did not violate any regulations but lacked the risk management controls and consumer safeguards associated with traditional finance. This created uncertainty, which made it impossible for regulators to intervene once the problem was realised. Both failed so fast that there was no time to implement traditional stability measures.

Both we.trade and Tradelens produced their own legal structure as a solution to the lack of regulation. However, this in turn created the problem of potential members having to agree upon a new and unfamiliar set of rules, forming another barrier to adopted.

Regulation is therefore a vital ingredient for success, providing firms with the legal and regulatory certainty they need to adopt solutions at scale.

  1. New systems must integrate with existing infrastructure

Integration with existing infrastructure is expensive, but essential for a blockchain project to succeed. This was the foundation for the failure of ASX, which aimed for a complete system overhaul that ended up being too costly.

For FTX, integration was the key selling point. Centralised exchanges bridge the gap between DeFi and TradFi. Much of the initial success of FTX was due to its interoperability.

The complete lack of interoperability in the Terra/Luna project led to robust industry changes to support projects backed by liquid assets, but this presents further challenges as this isn’t normally part of the design process and only happens after full deployment.

The measure of success

All the blockchain projects mentioned above were start-ups. ASX worked with established consultancies, but the project was still designed on a relatively untested programming language.

This meant that whilst each company interacted to some extent with the traditional financial framework, none of them built the necessary infrastructure and ecosystem of stakeholders to survive, let alone thrive.

The use of blockchain undoubtedly affected the cost and difficultly of deployment in these projects. But from a business perspective, success and adoption ultimately depend on the ability to attract other participants and operate within a regulatory environment.

DLT is already bringing significant efficiency benefits to financial markets across a range of successful use-cases – from the Depository Trust and Clearing Corporation for equities settlement to Spunta for bank-to-bank reconciliation. To fulfil this potential on a widespread level, it must operate within the scaffolding and regulations of the very system it seeks to disrupt.

Resolution of NYSE Opening Auctions Technical Issue

On January 24, 2023, at approximately 9:30 AM, the NYSE commenced continuous trading in 2,824 of 3,421 NYSE-listed securities without attempting to conduct an opening auction due to a technical issue, following which approximately 84 of these impacted symbols entered Limit Up-Limit Down (“LULD”) pauses.  Continuous trading then resumed after satisfaction of LULD plan re-opening requirements for the impacted symbols.

Because the Exchange, for impacted symbols, entered into continuous trading in the absence of opening auctions, the LULD bands for such symbols were set based on their first eligible trade of the day, not an auction price.  Per design, these first trades were not yet themselves bounded by LULD bands.

Further, because information for LULD bands needs to be sent to the Securities Information Processor (“SIP”), which then publishes back to participant exchanges, a number of trades after 9:30 on the Exchange occurred prior to the receipt of the LULD bands from the SIP resulting from the first trades in the impacted symbols (and, by extension, prior to any bounding of the trades by the LULD parameters being set).

Thereafter, on its own motion pursuant to NYSE Rule 7.10 (Clearly Erroneous Executions), the Exchange determined to declare as null and void any trades in NYSE-listed symbols that did not conduct an opening auction and that both (1) occurred after 9:30:00 but before the receipt of LULD bands and (2) executed at a price further from the Reference Price, defined in NYSE Rule 7.10(d), than the Percentage Parameters, which are defined in Appendix A to the LULD Plan. Accordingly, the Exchange subsequently determined that approximately 4,341 trades in 251 symbols should be busted. Most of the trade breaks were processed on Tuesday, January 24. The Exchange plans to process the remaining trade breaks today, Wednesday, January 25.

For those securities that did not conduct an opening auction and entered an LULD pause before 9:30:45 AM, the Exchange determined to re-mark trades preceding the LULD pause as aberrant (i.e., Price Variation Trade (Sale Condition H)) on the consolidated tape to eliminate those executions from the calculation of the day’s High or Low price. The consolidated tape adjustments were processed after the close, resulting in approximately 1,369 trades in 84 symbols being so marked.

The root cause was determined to be a manual error involving the Exchange’s Disaster Recovery configuration at system start of day.  All exchange systems are operational, and a normal opening for January 25, 2023 is expected.

Source: NYSE

Viewpoint: Realising the benefits of TCA

Mark Ford, managing director at ISS LiquidMetrix, spoke to Best Execution about the evolution of transaction cost analysis (TCA).

How have clients changed the way they use TCA? 

We have observed a sea change in the way clients now view TCA. It is no longer seen as an optional tool or tick box exercise but has become an invaluable and mainstream workflow tool for traders. It is increasingly being used across the whole trade lifecycle and has become much more a part of the investment process to generate better returns and optimise portfolios.

One reason is MiFID II, which has made asset managers more accountable, and as a result they are demanding more from their brokers. However, volatile markets have also been a driver. Equity returns have declined, squeezing profitability and margins, which in turn has made firms look for deeper insights into performance characteristics.

In general, TCA has always been about data and analytics but what they are collecting has changed. We are seeing demand for customisation and more granular information. For example, they want to know the types of venues – lit or dark – being traded on, or whether strategies are aggressive or passive. This is a knock-on effect from MiFID II, but we are also seeing the same trends in the US as in Europe.

Is there a different level of engagement with clients now?

The demand for greater analysis and data on orders and executions has meant that the simple reports of the past no longer suffice. They have proved limited in their ability to illustrate different trading scenarios. There is prevalence from both buy and sellside firms for more detailed interactive analytics through visualisations and displays used in best execution reviews by clients. We have found that this requires a closer integration with the client OMS/EMS (order management and execution systems). It extends far beyond the liquidity indicator tags now widespread after MiFID II became effective, but into the parameter settings for algos and logging of changes during the life of an order. This can be demonstrated through a change in the urgency of an algo as the trading performance will dramatically alter once this parameter is increased. As a result, each part of an order needs to be analysed separately in sub or child orders/placements to fully understand the impact of these changes.

What is happening currently in the field?

Currently, I would say it is like new wine in old bottles, and that in general the development of TCA has been more evolution that revolution. This is because measuring trading costs is one thing but interpreting them is another. There have been areas of investment such as cost estimation models and peer group benchmarks which can help traders better understand the costs of the trade. However, there are issues. For example, many TCA systems have cost estimate facilities, but these models have to be improved to reflect not just fragmented liquidity, but also to take account of the actual order book volatilities for the instruments. As for peer benchmark analysis, it is a performance measure that needs the threshold redefined. Simply stating that performance is within a quartile is not useful in either properly assessing performance or giving any indication of what can be improved. Instead, AI techniques such a machine learning, are more commonly used to provide better indications of what is good or bad performance.

We are also seeing an increased focus on risk and pre-trade costs analysis. It has been under the banner of TCA for several years but there are new, more sophisticated techniques that use market data to calculate the costs, identify patterns and behaviours. We are seeing increased use of TCA to determine which algos should be included or dropped from the algo wheels.

Although TCA is a global trend, what are the regional differences in the use of TCA?

There are differences. For example, the quality and granularity of the data are good in both North America and Europe, but they require different analytics to reflect their different market structures and regulation. In Europe, from MiFID II, we had the emergence of different venues such as systematic internalisers and periodic auction pools. The US, on the other hand, has far more fragmentation and a different microstructure with rebate exchanges (payments from the venue for orders), as well as the categorisation and performance of so called “grey markets”.

Asia Pacific tends to follow Europe but for some markets, we have to use wider tolerances on data latency for execution times. We do not use different algos but there is much less choice of trading venues with only Japan and Australia having market fragmentation.

What do you see as the likely trends in 2023?

As returns on trading equities become smaller and more volatile, there will be ever increasing pressure to reduce trading costs to maintain overall performance. This will continue the need for more in depth and granular information and analysis. I think we will also continue to see more attention paid to efficient ways of identifying good sources of liquidity in general as well as on a stock-by-stock basis to fine-tune to most effective trading strategy based on that instrument’s liquidity characteristics. We also forecast increased use of algos across the desk and not just by the head of trading

How do you expect TCA / best execution to change in the future?

I see several developments. First, there will not only be more data being produced but better quality and that TCA will no longer sit outside but be more integrated onto EMS/OMS with APIs between the systems and feedback loops. There is likely to be less reliance on a trader’s discretion because the data will drive the decision making, but this can only be achieved through greater integration.

I also expect de-facto reports to always be available, and potentially the standardisation of performance benchmarks. Use of AI techniques will continue to increase and be used to recognise behaviours and determine optimal algo selection. Combined cross-asset performance should also become popular instead of what we have now – currently each asset class has to be assessed separately.

Last but not least, I believe there will be a greater focus on order routing, which is the path the broker chooses to execute a trade. If the order is marketable, the broker looks at the trade characteristics, such as liquidity of the stock and other factors, to determine the path to achieve best execution. Increasingly, we think this type of analysis will be reviewed not only by brokers but by the buyside as well as part of their best execution process.

To learn more, contact getintouch@issliquidmetrix.com

©Markets Media Europe 2022

The Story of the First US ETF

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  • The SPDR® S&P 500® ETF (SPY), a basket of securities tracking the performance of the S&P 500® Index, made its debut in 1993 as the first US-listed ETF.
  • Thirty years later, SPY is the largest,1 most liquid,2 and most heavily traded ETF in the world,3 with an average trading volume of $39 billion each day.4
  • SPY democratized investing — opening the door to markets that were inaccessible to the majority of investors prior to 1993.

“Bedlam on Wall Street,” screams the front page of the Los Angeles Times.

“Stocks Plunge 508 Points … Worldwide Impact,” reports The New York Times.

“The stock market crashed yesterday,” The Wall Street Journal’s front page plainly states.

Imagine it. October 19, 1987 — infamously known as “Black Monday.” Global markets plummeted so abruptly that the resulting stock market damage is believed to have been more significant than the Great Depression. Almost immediately, regulators began trying to figure out what had gone wrong.

In the process, investigators at the Securities and Exchange Commission (SEC) noticed something. The stock market didn’t have a single security to represent the broad market in the way the futures market did, with futures contracts on the S&P 500® Index. Believing that such a vehicle might have potentially minimized damage — or even avoided the crisis altogether — the SEC expressed interest in developing an entirely new kind of security.5

Born Out of Crisis, SPY Changed Investing Forever

Fast-forward to January 1993. A group of financial executives ring the opening bell at the American Stock Exchange (AMEX), officially launching the first US-listed exchange traded fund (ETF). The ticker SPY flashes on screen for the first time. It’s the culmination of a three-year collaboration between State Street and AMEX, later acquired by the New York Stock Exchange (NYSE) in 2008.

At last, a basket of securities tracking the performance of the S&P 500® Index had made its debut. But one person was missing from the bell-ringing celebration. Jokingly referred to as “the Plumber” by his colleagues, Jim Ross was back in his Boston office, tasked with leading a successful launch day for SPY behind the scenes.

In the weeks before launch, Jim and his State Street colleagues experienced their fair share of sleepless nights ensuring SPY’s inner workings were in good order. They ran countless tests to mimic moving 500 securities from a broker-dealer to State Street, while delivering back shares that could then be sold by the same broker-dealer on the stock exchange. It had never been done before — and no one was 100 percent sure it could be.

AMEX had initially approached State Street, the indexing pioneer and custody/clearing giant, because of its proven portfolio management expertise and money movement capabilities. But the ETF presented some unique challenges.

While ETFs trade on the exchange like stocks and bonds, the underlying fund must have the actual holdings. “If it was a US$100 million fund,” Jim shares, “it needed to have US$100 million in assets comprised primarily of the index.”

Complicating matters, because both the money and securities must move and be settled in real time, a day-of audit had to be conducted.

“Given that we were seeded not just with cash but with S&P 500® securities as well, we had to audit 500 individual securities,” Jim explains. “Normally, this whole process takes 45 days. But for the ETF to work, it needed to be completed in about 16 hours — between the 4 p.m. market close and the next morning’s market open (9:30 a.m.). Significant planning was required to ensure that the financials could be prepared and the audit could be completed.”

In the end, SPY proved successful. “It caught on with institutional trading communities, large investors, and even buy-and-hold investors,” Jim says. “They saw SPY as a way to buy into the S&P 500® in a securitized, cost-effective way.”

One of SPY’s significant early investors was located overseas — an Australian pension fund. “Back then,” Jim says, “buying a mutual fund required you to fill out an application. It was a very different process. But with SPY, you could buy on the exchange. So, suddenly, you had foreign pension funds buying and holding it to get pensioners halfway around the world exposure to US equity markets.”

Using ETFs Like SPY to Solve New Challenges

Thirty years later, there are more than 8,000 ETFs6 that track specific industries, sectors, commodities, and geographies. And yet, SPY remains the largest7 and most traded ETF in the world.8

In fact, SPY trades 3.12 times more than Apple (AAPL) — the largest security in the world by market cap.9 That volume, combined with the size of SPY’s assets, its liquidity, and its resilience in varying market conditions, has been vital to building portfolios for some of the world’s most sophisticated traders and in helping investors during times of market turmoil.

One of SPY’s first stress tests came in the wake of the 9/11 attacks, when the US stock exchanges shut down for six days. It was the first trading disruption longer than four consecutive days in the past 50 years.10 After markets reopened on September 17, investors heavily sold off industries like the airlines. But market participants used SPY’s price as an implied valuation for the constituents of the S&P 500®, giving the market transparency and time to adjust and correct.

Since 9/11, ETFs have added an incremental but essential source of liquidity to the market during a number of market closures, constituent trading suspensions, market dislocations, natural disasters, and human errors — providing investors with a tool to dig out of market crisis in real time.

In fact, as the market began to witness steep declines during the onset of COVID-19, SPY became the first ETF to ever trade more than $100 billion in a single day on February 28, 2020.11 These elevated volumes in times of stress solidify that SPY is an essential cornerstone of the financial world, showing that investors gravitate to its deep pool of liquidity – particularly when it’s needed most.

Inspiring Innovation Among Investors

When it comes to the innovation that SPY has inspired, Jim Ross compares ETFs to the iPhone. “The iPhone platform was a significant invention, no doubt, but the real revolution has been all of the innovative ways people harness the smartphone’s power in daily life. Similarly, not all innovation in the ETF space comes from providers. A lot of it is driven by investors.”

He points to insurance companies using ETFs, rather than bonds, as investment vehicles for their general accounts. And also to financial advisors using ETFs for asset allocation and diversification planning. A number of wealth management firms use ETFs to package their investment beliefs into outcome-oriented products for their clients. ETFs have also been used to create model portfolios that give advisors the ability to outsource the investment component so that they can focus on client outcomes.

Today, despite their explosive growth, ETFs still represent less than 9% of the entire investable market.12 But with their inherent liquidity advantages, because of intraday trading and transparency on pricing, ETF adoption continues to trend upward. In 2022, 65% of advisors recommend using ETFs in their portfolios, and 41% of advisors are looking to increase their usage of ETFs in the next twelve months.13

From Revolution to Evolution

SPY paved the way for a more democratized investing approach — opening the door to markets that were inaccessible to the majority of investors prior to 1993.

Now, 30 years later, the ways investors use ETFs continues to evolve. ETFs have become key building blocks when making asset allocation decisions, and they’ve allowed financial advisors to focus on investor outcomes with greater efficiency — through targeted exposure to match portfolio goals and improved transparency of underlying holdings, enabling streamlined due diligence.

How are investors currently using SPY and other ETFs?

Liquidity
In any market, and especially during times of volatility, liquidity is vital. SPY and other ETFs trade daily on exchange, and have multiple layers of liquidity due to the creation and redemption process. ETF liquidity helps investors get in and out of markets fast, easily, and at a relatively attractive cost.

Diversification
ETFs usually track an index, so investors can gain exposure to a basket of securities in a single trade. Like mutual funds, SPY and other ETFs can help investors efficiently and cost-effectively build diversified portfolios.

Managing Risk
The broad array of ETFs available today makes possible risk management approaches for individuals and smaller institutions that previously only large institutional investors could access.

Securities Lending
Investors can use SPY to potentially generate an additional source of income via securities lending, or the process of loaning shares to other investors. Securities lending is a key aspect of capital markets activity that facilitates settlement, injects liquidity, and fosters confidence for risk taking.

Flexibility in Execution
Because of SPY’s high trading volume and liquidity, the depth of SPY’s secondary market enables a wide range of execution strategies and offers implicit transaction cost benefits across those execution strategies.

Any way you look at it, the revolution SPY sparked has been a win for investors. “When this all started, we thought that the ETF would be used mostly by trading institutions or maybe some hedge funds,” Jim says. “Boy, were we wrong.”

Source: State Street

DTCC Highlights Pain Points Related to Data Exchange

To date, the financial services industry has been focused on standardization of data exchange across organizations, but little on standardization of how data is managed within an organization, according to the Depository Trust & Clearing Corporation (DTCC). 

In its latest whitepaper “Data Strategy & Management in Financial Markets”, DTCC said this has created significant problems. Due to heterogeneous formats and disparate systems, most financial institutions use only a minority of the data they possess on a modern data platform to generate insight.

According to the paper, several aspects of post-trade processes remain manual, which means potentially valuable data never gets analyzed or even stored in modern technology platform. 

DTCC believes that today’s data infrastructure is inefficient: “These inefficiencies in data management cause operational risk at various points in the trade lifecycle, increase processing time and often require costly reconciliations.”

According to DTCC, three factors are driving change in how data is exchanged and managed: acceleration in adoption of new technologies; cultural shift towards more collaborative approaches; and growing financial innovation, requiring modern approaches to data.

Kapil Bansal

Kapil Bansal, Managing Director, Head of Business Architecture, Data Strategy & Analytics at DTCC, said as new technological advancements, including broad adoption of cloud technology, spark an evolution of global markets, the financial services industry has an opportunity to reimagine how data is exchanged and managed across financial markets and firms.

“For many years, companies have collected massive stores of data, but the siloed nature of data and the need for better data quality limited the ability of market participants to extract strategic insights to support more effective decision-making,” he said. 

“We’re now at a unique moment where we can make this vision a reality, but long-term success hinges on market participants taking action to ensure their data strategy can meet the demands of a highly digitalized and interconnected marketplace,” he added.

DTCC’s whitepaper details four hypotheses that will drive how data is used in financial markets in the future: Data will be more accessible and secure: Data users will have increased flexibility in determining how and what data is received at desired times. To enable this, data governance, privacy and security will need to be prioritized.

Interconnected data ecosystems as a new infrastructure layer for the financial industry: Industry participants will free their own data from legacy systems and be able to pool it into data ecosystems and connect those ecosystems to others. This will reduce duplication of data across the industry and allow for the co-development of innovative data insights.

Increased capacity to focus on data insights: More efficient data management, cloud enabled capabilities, and further automation of routine data management tasks will free up capacity and accelerate time to market for new product development, reducing the need for specialized data analysts and data operations teams to focus on deriving insights from vast stores of data.

Ubiquity of “open source” data standards: It is anticipated that the industry will continue to adopt more standards around data models, with the most viable use cases being reference and transaction reporting data. This will result in increased operational efficiency and better data quality.

To enable these changes, the whitepaper suggests institutions that produce and consume significant amounts of data embed key principles into their data operating models, including: establishing robust foundational data management capabilities, including having a thorough understanding and catalog of data, breaking down data silos and implementing robust data quality practices; supporting strong data governance, including the right set of data privacy and security standards to enable data collaboration with partners; and exploring where there is mutual benefit from collaborative data environments across firms and the industry to advance interoperability.

Applying these principals will help market participants gain access to data that is trapped or underutilized today and allow for new and faster insights, Bansal said.

“Building the future of data exchange and management will require close consultation and coordination among industry participants and service providers, including standardization in how data is managed and shared,” he said. 

“At DTCC, we’ve been engaging with our clients and partners to identify and prioritize next steps, and we look forward to continuing this dialogue to maximize the value and potential of data across the industry,” Bansal added.

J.P. Morgan Asset Management Expands in China

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J.P. Morgan Asset Management (JPMAM) announced significant steps in advancing its long-standing commitment to expanding in China.

JPMAM has received regulatory approval from the China Securities Regulatory Commission (CSRC) to complete its acquisition of China International Fund Management Co., Ltd. (CIFM). CIFM will be operating under the JPMAM brand in China (JPMAM China), reflecting its integration into the firm’s global operating model.

JPMAM’s Asset Management Wholly Foreign-Owned Enterprise (AM WFOE) will be integrated into JPMAM China, reflecting the firm’s consolidated onshore operations. All CIFM employees will also eventually relocate to join J.P. Morgan at Shanghai Tower, an iconic building in the Lujiazui Financial Zone in Pudong District, the center of Shanghai’s financial industry. CIFM Chief Executive Officer Eddy Wong will become Chief Executive Officer, J.P. Morgan Asset Management China, reporting to Dan Watkins, Asia Pacific Chief Executive Officer, J.P. Morgan Asset Management.

“Receiving regulatory approval to acquire full ownership of a Chinese fund manager is an incredibly exciting milestone that reflects our long-term mind-set and the breadth of our commitment to China. Our scale and global capabilities will enable us to help Chinese investors strengthen their investment solutions and diversify internationally, as well as to bring foreign investment and capital to China,” said Mary Callahan Erdoes, Chief Executive Officer, J.P. Morgan Asset & Wealth Management.

“Having worked hand-in-hand with CIFM since co-founding it 18 years ago, and having been a key part of the growth of that business to today overseeing client assets of approximately 170 billion RMB (USD $23.9 billion)[1], we’re thrilled to now fully combine CIFM’s strengths with our international investment capabilities to serve both domestic China and global investors,” said George Gatch, Chief Executive Officer, J.P. Morgan Asset Management.

“We believe integrating the strengths of CIFM’s local operating expertise with the resources and global scale of J.P. Morgan creates powerful momentum. Our strategic goal is to significantly grow JPMAM China to become the leading foreign asset manager in China and contribute to JPMAM becoming the leading manager of China assets to global investors,” said Dan Watkins, Asia Pacific Chief Executive Officer, J.P. Morgan Asset Management.

“This milestone is the culmination of years of dedicated collaboration and we would like to thank our joint venture partners for their incredible support. Shanghai Trust and its shareholder Shanghai Pudong Development Bank (SPDB) have made enormous contributions to CIFM since inception and we look forward to maintaining an extremely strong working relationship. As part of China’s long-term financial liberalization reforms, Chinese regulators and Shanghai Municipal Authorities have been instrumental in developing the framework for foreign entities to become full participants in China’s rapidly developing asset management industry,” said Paul Bateman, Chairman, J.P. Morgan Asset Management.

“We are delighted to formally become part of the J.P. Morgan family.  As we build on CIFM’s well-established presence and onshore expertise, we are committed to providing both Chinese and international clients with a comprehensive suite of investment solutions, underpinned by outstanding investment performance, industry-leading investment products, and excellent client service. We will also pursue investor education initiatives leveraging our market insights, to help investors make well-informed decisions for their long-term financial futures,” said Eddy Wong, Chief Executive Officer, J.P. Morgan Asset Management China.

Source: JPMAM

Clearstream Provides Transparency into Bond Liquidity

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Adel Humayun, Analyst in the Quantitative Analytics team at Deutsche Börse, and Catherine Jimenez, Head of Strategic Market Development in Eurobonds Product at Clearstream discuss the recently launched ‘Clearstream Bond Liquidity’ product. The offering helps provide more transparency in a highly fragmented European market where most trading takes place over the counter.

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