Projects

  • Providing consultancy skill on a data migration project unifying global reporting standards and systems across multiple global subsidiaries into a golden data source managed by an outsourced third party.
  • Acceptance testing of Global Data Dictionary, sourcing data and verifying appropriateness for MVP1 and preparation for MVP2.
  • Using considerable domain knowledge to advise on derivative issues when creating the DD and other reporting input as well as more generic investment.
  • Aiding in the creation of new attribute creation and pushing back on requirement to prevent duplication or unnecessarily complicated process of A to B to c to D when A to B would surface.
  • Operating Shadow Middle Office testing, running and creating reports, NFE’s & EUC helping resolve large numbers of data breaks.
  • Looking for data insight to find patterns and correlations that will allow improvements for safety and best guide safety investments.
  • Producing visualisation in Python and Power BI (including interactive dashboard linked to updateable data source), and using the data to tell a story.
  • Identifying and ingesting new data sources from external vendors, looking for gaps in existing data and sourcing where they could be filled from. 
  • Meeting clients and client groups to discuss prioritisation and gain a fuller understanding of potential data source and data shortfalls.
  • Collating and writing user stories questioning what data was needed and what its best use could be.
  • Mentoring analyst in new ways of analysing and interpreting data as well as the use of Power BI, creating a new business culture around data and the tools available.
  • Helping to establish an agile culture within data analytics and exploring the question and the data provided rather than just answering the original question to provide deep dive data and future exploration potentials.
  • Consulting Synergy acting as lead for the Invested Assets workstream delivered an accelerated timeline plan for PRA due in Q1 2019 which was achieved successful in Q3 2018 originally badges as the dry run and was the only workstream to deliver.
  • Q1 2019 was then successfully delivered with extra work streams due to other projects and Brexit plans with conflicting delivery dates.
  • In meeting this deadline Consulting synergy had to map and review multiple processes, negotiate with third-party administrators for quicker deliveries of data and conduct several GAP analysis and improve the quality of core data 1.3 million data points.
  • Consulting Synergy successfully delivered a decreased solvency II submission deadline reducing the submission timeline by a fifth, in the Q3 2018 as a dry run of which Our Director Scott Foster was Work-stream lead and the work-stream was the only one to successfully complete this acceleration 6 month’s ahead of schedule.
  • Undertaking a cross-training program across two teams to ensure sufficient knowledge and skill were available to meet the accelerated target with as much flexibility and built in contingency as possible.
  • Consulting Synergy then went on to Plan and implement year-end and Q4 2018 reporting period for the investment accounting team at its client
  • Prior to the above Consulting Synergy went through a process review which resulted in several recommendations on improvements for the Solvency II QRT (Quantitative Reporting Template) Edit process and structure of the reporting process. including recommending splitting one report into four which allowed simultaneous edit a relatively simple alteration was able to reduce the time taken for Data edits by 62% from 1.5 hr to 35 minutes.
  • Due to its work on Solvency II Consulting Synergy was asked to advise on and test Brexit plans and their effect on Solvency II reporting deadline as the acceleration project and the Brexit project would coincide with each other’s deliveries, Consulting Synergies work including spotting and resolving an FX issue as a result of multi-currency submission requirement that would have resulted in an artificial exchange rate being created and multiple manual adjustments.
  • The issue had two elements to it and  could have resulted in a reporting error of between £450 – 750k with the potential to be even bigger, potentially 1% of AUM of a multi billion pound report.   
  • Consulting synergy was able to spot the issue and offer both tactical and strategic fixes.
  • Consulting Synergy’s Director was lead investment analyst on RDR conversion, and part of the project team transferring 52% of all holding under management, from dirty share classes (commission based) to clean (non-commission based), sole responsibility for asset allocation.
  • Comparing Dirty share classes to the offered clean alternative, ensuring cost benefit to end client as well as wrapper eligibility so that there where no detriment to the end client and where the alternative was detrimental look for alternative option and begin discussion with the fund manager for suitable conclusion to the client .
  • Conducting data integrity check (between platform web “customer-facing”  & trading systems) to ensure the correct changes where shown to fund manager and Customer alike, Plane & Implement documentation so that process could be followed and standard maintained after departure.
  • Removing the FTSE benchmark
  • source an alternative to the FTSE reviewing existing alternative providers against an internally sourced blend of funds that would artificially track FTSE movements.
  • Source a blend of fund to offer alternatives to the the FTSE all-star, FTSE 100 & FTSE250 indexes 
  • Undertake Gap analysis of the completeness and integrity of the Fund of Fund agreements.
  • Match off an agreement to products and analysis gaps both in missing documentation and outdated documentation where product structures had changed
  • Covered assessing 210 agreement covering 590 funds and identifying a GAP that could put at risk £285 M of assets under management.
  • Project coordination for asset close out programme, as a result of the termination of the new platform project (NWR)
  • where many new assets had been created prior to the decision to terminate the project and duplicates had been created especially for the planform.