Achieving Basel II Compliance


A Top 10 (by assets) internationally active US bank required to comply with the Basel II capital regime


In July of 2003, the Federal Reserve, the Office of the Comptroller of the Currency (OCC), the Federal Deposit Insurance Corporation (FDIC), and the Office of Thrift Supervision (OTS) jointly issued an Advanced Notice of Proposed Rulemaking (ANPR), a primer for U.S. implementation of the Basel II capital accord.  The accord was originated by the Basel Committee on Banking Supervision (BCBS) and intended to harmonize best practices in risk-sensitive economic capital measurement with regulatory capital adequacy requirements.  The ANPR outlined updated modeling options for both credit and operational risk, defining functionally advanced capital calculations.  Within credit risk, the most advanced model, known as the Advanced Internal Ratings Based (A-IRB) approach, based capital on credit ratings crafted internally, evolving from the standardized ledger-based rules of Basel I, released in 1988, to a granular computation model, either at the customer account level or some aggregation thereof.   The top 10 banks, with over $250 billion in total assets and internationally active asset portfolios of at least $10 billion, were notified of the expectation of compliance with A-IRB.  Thus, their internal credit operations and data management capabilities would need upgrades where necessary to meet the requirements of compliance.

Notice of Proposed Rulemaking (NPR) succeeded ANPR in July of 2006, followed by final rulemaking in November of 2007.  Implementation timelines were delayed as U.S. legislators weighed effects of lowered capital levels and competitive disadvantages to community banks lacking the infrastructure to support an advanced implementation, as well as wrangling over capital floors and transition periods in capital minimums from Basel I to Basel II.  Final rulemaking called for parallel calculation of Basel I and II capital for a one year period, commencing sometime between 2nd quarter 2008 through a ceiling of 1st quarter 2010, with transitionary capital floors in place through three oversight periods following the end of parallel run.

And, that’s just U.S. rulemaking.  For banks doing business outside of the U.S., they were under the same scrutiny to comply with interpretations of Basel II by foreign regulators, such as the Financial Services Authority (FSA) in the U.K. and the Australian Prudential Regulation Authority (APRA) in Australia.  Thus, a bank with global reach would need to implement Basel II calculation and reporting solutions for each of the jurisdictions in which it operates, with each potentially on a different compliance timeline.

After years of uncertainty, the challenge facing the top 10 banks in the U.S. was finally crystallized by end 2007, as both foreign and domestic regulators had issued final interpretations of the latest Basel accord.  As one of the top 10, our client was on center stage.  Supported by a credit risk data warehouse platform for data management, their challenge lay in:

  1. Reviewing the calculation options within A-IRB by book of business and choosing approaches for U.S. compliance;
  2. Identifying the asset exposures originated in foreign jurisdictions and implementing an accepted calculation and reporting solution for those sub-portfolios;
  3. Conducting a fit/gap of their existing credit architecture against the chosen regulatory models, identifying data and design gaps, determining remediation steps, and implementing solutions;
  4. Upgrading their internal operations to support Basel identification, calculation, and model validation procedures.

Our client engaged the eBIS team to tackle challenges 2 & 3.  Collaborating with a Big 4 partner responsible for items 1 & 4, we endeavored to comprehensively review Basel rulemaking and deliver solutions for jurisdictional compliance.  And, we accepted perhaps one other challenge: prove the law of inertia, keeping a large initiative moving steadily forward with a push of positive momentum, overcoming the weight of modeling complexity and years of rulemaking uncertainty.


With a need for regulatory credit capital compliance both domestically and in foreign jurisdictions on divergent timelines, we saw an opportunity to approach the initiative in three distinct but complimentary parts: 1) domestic compliance, 2) foreign compliance and 3) infrastructure and solution maintenance upgrades. We set out to generate ideas in each area, which, taken together, could amount to a cohesive regulatory compliance plan.

 Domestic Compliance

In 2008, there remained significant analysis to complete for domestic Basel compliance, and not much opening left in the window for parallel run. By the second quarter, some U.S. banks had already begun their one-year parallel run, while our client was in the throes of contemplating the cost/benefit of various A-IRB calculation methods by asset type. With limited time, we recognized the need to leverage the client’s existing architecture as much as possible. We recommended completing a comprehensive fit/gap against their credit risk data warehouse, a platform for both regulatory and economic capital management, once the calculation methods were chosen. With concurrence from the client, our eBIS team compiled the fit/gap analysis, identifying over 70 distinct data and modeling gaps against the selected A-IRB methods and the FFEIC reports required for Basel compliance. Along with identification of gaps, we also provided recommendations for remediation. A sampling of our ideas in key functional categories:

  1. Counterparty Scorecards for Probability of Default (PD) estimation: In a desire to migrate to a more quantitative factors-based rating model for wholesale counterparties, the client chose a scorecard solution from a ratings agency.  The tool would allow through-the-cycle empirical data for stressed (economic downturn) parameter estimation.  With a decisively stated rating philosophy as a Basel II requirement, we suggested management of the project with a resource familiar with the legacy credit system, one that relies on expert judgment to a greater degree.  For, although the scorecard process would be decidedly empirical, expert judgment would still be necessary for counterparties that lack sufficient credit history or proxies.
  2. Historical reporting, model validation and Quantitative Impact Studies (QIS): Banks may estimate risk parameters, but what can determine their accuracy?  Validating history against a once forward looking estimation is the Basel requirement.  We recommended the creation of an history environment (see infrastructure section) to store all historical data for just this purpose.  It would include loss recovery data (LGD validation), facility drawdown patterns (EAD validation), and historical counterparty defaults, under the Basel definition, for PD validation.  In addition, Basel II rules include stipulations requiring visibility to the lineage of a customer relationship and its exposures, called “cradle to grave.”  The archive solution would also facilitate such an analysis, showing the point at which the relationship began with the first approval of credit and all subsequent draws and changes in the level of credit extended.  For QIS on demand, as is often requested by regulatory authorities during the rulemaking process, the archive would act as a sandbox for culling the specific historical data necessary for analysis.  A custom interface could supply altered calculation parameters for investigation of how a new regulatory method would affect any subset of data.
  3. Pillar III reporting: Create a datamart to model capital calculations for public disclosure under Pillar III.  Include the attributes necessary to model capital amounts and structure by legal entity or depository institution, with logic to analyze corporate structure and exclude or haircut subsidiaries not mandated for reporting.  Design such that required capital levels, e.g., Tier 1 and 2 and total eligible, could be easily reported by dimension, e.g., asset category or RWA calculation, along with other metrics, such leverage ratios, including the compilation of non-risk weighted asset denominators where required.
  4. 3rd Party Guarantee modeling: We conducted an analysis of approved modeling options, comparing them to the data architecture available through their warehouse.  We recommended the PD substitution approach, which, although differing from LGD adjustment in their economic model, would provide the path of least resistance for implementation.  For, under the LGD adjustment method, the Basel accord calls for a comparison of capital required with LGD adjustment to that required with PD substitution, with LGD adjustment permitted only when it is punitive on a relative basis.  Thus, LGD adjustment would require the PD substitution calculation, yet provide no capital benefit.  To further ease implementation costs, we recommended disregarding partial guarantees and those with a maturity or currency mismatch.
  5. Credit Derivatives modeling: Credit derivatives posed a number of challenges.  Purchased credit derivatives could qualify as synthetic securitizations and would need to be analyzed and identified.  They also were not accounted for as a mitigant in ratings assignment.  In regulatory calculations under the Current Exposure Method (CEM), counterparty credit risk is ignored under certain conditions, but reference asset risk is not, with capital required for sold credit derivatives.  Finally, rules allow for a cap on potential future exposure (PFE) for these positions up to the amount of the unpaid premium.  We recommended that they: a) establish internal process to analyze credit derivatives and tag their underlying assets as synthetic securitizations, which could feed into securitizations capital processing; b) update the LGD assignment process to include the effect of credit derivatives purchased as a guarantee; c) establish a process to analyze the 8 criteria for exclusion of counterparty risk on hedges, and tag the credit derivative exposures for such exclusion; d) for sold positions, establish a mapping from the credit rating of the reference asset to a defined PD risk rating, and model that mapped PD on the exposure; e) exlude the PFE benefit of the premium cap for the sake of implementation simplicity, which is allowed under the Basel concept of conservatism.
  6. Securitizations modeling: As with credit derivatives, the devil in securitizations compliance lies in the details.  Of note, asset backed commercial paper (ABCP) support facilities would need to meet 4 criteria for preferable IAA treatment; quantification of exposure to purchased securitizations depends on accounting treatment (AFS vs. HTM); related securitizations can act as proxies for those that lack NRSRO ratings; the number of securities and seniority of purchased tranche affects capital computation.  We recommended: a) an updated process for division portfolio managers to analyze ABCP support facilities and identify them as IAA eligible based on: the quality of the collateral pledged to the SIV, its investment guidelines, and an equivalent NRSRO rating for the SIV; b) using GL accounts to determine accounting treatment and unwinding unrealized gains and losses for purchased securitizations; c) improve securitizations workflow to analyze  and identify candidates for proxy (subordination, no credit enhancements, equal or lesser duration); d) use a NRSRO to quantify positions in a securitization and a combination of asset class, payment factor, remaining maturity and credit rating to determine quality of the tranche purchased.
  7. Repo Style transaction modeling: For the largest portfolios, the bank chose a VaR approach, which was already in place and producing accurate results.  For smaller portfolios, which had no validated VaR processing, an adjusted LGD approach was chosen.  To facilitate accurate LGD assignment for these portfolios, in recognition of their over-collateralization and daily re-margining rules, we recommended two approaches: a) for those credits governed by facilities, enhance the LGD assignment process, managed by division portfolio managers, to consider the collateral rolling up to each facility; b) for those exposures with no credit facility, define the business practice for collateralization by exposure type and assign a default LGD rating representative of that collateral level.  The default rating could be validated empirically and back tested through time against actual collateral levels and realized loss data.

 Foreign Compliance

Foreign compliance centered on the FSA in the U.K., which permitted standardized computation methods, much akin to what was already in place for Basel I. To simplify modeling and lower implementation costs, the client chose this method.  However, while the calculation methods were not new, the FSA reporting was mandated daily. Capital reports would need to be generated every business day by a stated “drop dead” time, within a required confidence interval.

Our idea was to tie this requirement to three infrastructure items: Service Level Agreement (SLA) adherence from providing systems, batch management, and external system integration. SLA adherence would monitor the timing, comprehensiveness, and quality of the U.K. data necessary for report generation, and manage exception causes with the source providers. Batch management would prioritize the technical jobs containing U.K. data so that they processed as soon as their dependencies were met, ahead of other competing jobs if necessary. External system integration would provide a mechanism to publish the data comprehensive of FSA report generation for consumption by the regulatory software vendor (see infrastructure section).


The bank’s data warehouse platform was originally designed for a small scale profitability project, which expanded over time to reach quasi-enterprise warehouse scale.  However, upgrades to the underlying infrastructure had not kept pace with functional demands.  Terabytes of data were accumulating on a single production database, serviced by an outdated server.  In addition, the environment served many masters from various functional areas, yet there was no tool to analyze the effect of a change in a technical object or piece of metadata on the array of applications that might use it.  To address these back-end and operational constraints, we introduced a number of ideas:

  1. Infrastructure Upgrades: The production environment was behaving like a newborn baby.  It demanded a lot of attention, but might still cry even after consoling.  It was obvious to us that the infrastructure needed a thorough review, from servers to applications.  We recommended performance studies on each tier of technology: a) hardware server architecture; b) operating system and network capacity; c) database configuration; d) application tuning.  In addition, we recommended the creation of a test environment, mirroring the data load and configuration of the production environment, which would provide visibility to the effect of incremental application development.  If new processing degrades performance, administrators could make proactive infrastructure changes before applications reach production.
  2. Historical Data Capture and Archiving: We suggested creating a separate environment for unlimited historical data capture, delineated temporally by data anticipated for reporting and older data that could be archived and analyzed by request.  This environment for historical data capture and reporting would address a number of project requirements.  First and foremost, it would provide the data needed for QIS on demand and credit parameter validation studies, both regulatory requirements.  Secondly, such an environment would provide the fertile ground upon which robust reporting solutions could be built to feed internal analysis of credit risk, financial positions, and risk adjusted profitability.  Finally, the environment would allow a migration and purge of historical data that was choking performance in the production database.  A replication tool at the database level could port data across environments, making new data available in the history environment in near real time.
  3. Outbound System Integration: Providing data to other systems, particularly the Basel II regulatory reporting interface, presented some challenges.  The data warehouse data model was not easily interpreted, with complex time dimensions and surrogate keys.  In order to provide a comprehensive set of data from the most recent data load for a specific reporting date, it would prove useful to embed logic in a routine that executes within the warehouse and preps the data for consuming systems.  Also, with system performance an issue, particularly select contention causing table locks, it was technically advantageous to publish data to tables configured specifically for outbound extraction.  We recommended a publication solution to address these issues.
  4. Metadata Management: A data warehouse requires a patchwork of technologies to acquire, process, calculate, replicate, publish and report data.  Normally each technology has its own metadata, or information about objects or data, to manage its domain of processing.  However, no solution was in place in this environment to manage metadata across technologies, enabling users to analyze the universe of application technologies in a common format.  We recommended the development of a metadata management solution for this purpose.  Common metadata could also assist with change management, producing reports on the interconnectedness of objects and enabling users to understand how changes in one area affect downstream processing in separate, but related technologies.


Many of the ideas that we presented were adopted, and we were instrumental in realizing them as solutions.

To stabilize their technical architecture, we managed improvements to their hardware, network, database, and applications. Of particular note, our analysis, advice and recommendations led to the acquisition of several new servers, reducing the processing strain in production and dedicating processing resources according to need: development, production, and historical reporting. We provided design oversight for the delivery of a metadata management tool, integrating information from multiple technologies for centralized analysis of linkages between technical objects. We designed and delivered a publication tool to lessen technical contention and present the right data for downstream Basel II capital calculations, report generation and consumption.

For foreign compliance, we implemented a data monitoring framework focused on SLA adherence, improving the timeliness of delivery by clearly defining data requirements and the locus of responsibility for data delivery. We also engineered a mechanism to prioritize the order of process execution and define dependencies for optimal efficiency.

For domestic rules adherence, we managed the implementation of the counterparty scorecard project, delivering a Basel-compliant wholesale customer scoring tool that was more in line with an industry best practice of modeling with quantitative factors. We designed, developed and managed the solution for historical reporting, credit parameter model validation and QIS, delivering a terabyte-scale data replication platform for near real-time data access. As experts on their data architecture and credit modeling, we provided advisory services on strategies for effective implementation of their favored A-IRB calculation methods.

In addition, we compiled and delivered functional training sessions, by asset category, on the chosen A-IRB modeling techniques under Basel II. The training sessions provided a financial interpretation of each group of exposures, a description of where related data originates and resides in the warehouse, the benefits of the chosen calculation model, the calculations performed, and the expected capital results, with every training participant receiving a training manual for ongoing reference. We also provided market commentary on why credit risk was relevant for each category of exposure, often submitting anecdotes relating the client’s portfolio to events that transpired during the global credit crisis.


Heading into 2008, our client faced high hurdles: standardized foreign compliance reporting, an effort to decipher and implement the final Basel II rules in the U.S. in a compressed time-frame, and stabilization of a temperamental technical platform supporting both initiatives.

Our solutions helped surmount all of these hurdles, contributing to efficient daily reporting to the FSA, a robust credit modeling architecture for domestic compliance, and a reliable platform on which to operate both. As a result, our client met its foreign reporting deadlines, and began its domestic Basel II parallel run by the required ceiling date of 1st quarter 2010.

After over 6 years of effort, the client had met all of its initial Basel reporting requirements. eBIS was there throughout, generating ideas and engineering solutions to help reach their Basel II compliance goals. The beast moved slowly and the load was heavy, but it walked consistently in the right direction with a concerted effort by both our client and its consulting partners.

Reengineering a Strategic Initiative


A top 5 (by revenue) global Corporate and Investment Bank


Large financial services corporations often balance hundreds of complex projects, with considerable resource commitment and capital cost. For the most complex initiatives, a multitude of variables can collude to derail success: arcane requirements, varied resources with divergent skill sets, stakeholders with conflicting objectives, and dependencies that cross internal areas. How can firms effectively manage these factors, and do so consistently across projects?

Our client engaged us to help find an answer. Midway through one of its most high profile and costly initiatives to build a corporate data warehouse, we were to perform a project review, addressing specific tactical problems, as well as strategies to restructure and administer projects more effectively. With the laws of inertia keeping bad practices in motion and momentum building toward eminent delivery schedules, we endeavored to provide a fresh perspective, reframing the project with an eye toward standards, process, and discipline. Nouns that translate well to any initiative.


We approached the engagement with two objectives in mind: 1) document best practices and 2) provide tactical examples of how to apply the best practice concepts to their current challenges.

What leaped out at us was a need for structure.  Business requirements were misinterpreted without functional input, project teams were compiled inconsistently as a reaction to business demands, and technologies were developed without coordination, often overwhelming the underlying technical infrastructure.

Our ideas would need to keep structure at the forefront.

We recommended 4 actions:

1) Mandate Structure

  • Define how project teams should be constructed: according to technology and functional goal.
  • Define staffing of project teams according to Solution Delivery Life Cycle (SDLC) phase.
  • Define roles and their responsibilities and required skill sets.  Resources are not allocated to a role unless their skill sets match the role.
  • Structure a Program Management Office to include project sponsors, vendor representatives, project managers, and oversight committee chairs.
  • Create oversight committees, compiled with subject matter experts (SMEs), to guide project teams and define standards.
  • Structure oversight committees to cover SDLC phases and infrastructure areas, led by a committee chair, as follows:
    Committee Name Area Responsibilities


    Business Requirements



    SDLC: Define

    1)BRD and FRS standards and business process definitions

    2)Approval of related project documentation


    Data Model & Data Integration


    SDLC: Design

    1)Data model standards

    2)Approval of object creation


    Technical Process Design


    SDLC: Design

    1)Design document standards

    2)Approval of related project documentation


    Testing & Migration


    SDLC: Test & Deploy

    1)Test Plan standards, including approach for test issue triage

    2)Migration standards

    3)Approval of test plan documents and migration requests



    Operations & Support



    SDLC: Support

    1)Transition Plan standards

    2)Training standards

    3)Approval of related documentation







    Technical Infrastructure








    1)Hardware assessments:

    CPU, Memory, I/O capacity

    2)DB Software assessments:

    Partitioning, Table Spacing, Page File Sizing, Transaction Log Sizing

    3)Application Tuning assessments

    4)Vendor selection and management




    Batch Scheduling





    1)SLA management on data inputs and outputs

    2)Dependency and metadata standards

    3)Software Integration management


    Data Gaps & Source  System Remediation



    1)Data quality management

    2)Remediation strategies with source systems

2) Document Standards

Standards are critical in every aspect of a project.  Without them, one cannot validate if something was done the right way or determine a remediation strategy.  It was clear that our client could benefit from clearly defined standards, and we recommended oversight committees as the vehicle to realize them.  Staff them with people well versed in a discipline, and let them document their wisdom for the benefit of others.

Thus, the guiding purpose of oversight committees and the standards they create: define the best way to do something, and ensure that it is done that way every time.

3) Define Processes & Procedures

With the recommended structure of projects clearly defined, we outlined communication matrices:  how resources within certain roles should interact.  Of particular importance for this project was the relationship between project teams and oversight committees.  It was clear that, for the sake of design consistency and standards adherence, project leads would need to report to, and gain approval from, oversight committee chairs as a criteria for progressing through SDLC and implementing any technology.  A process for defining standards, training users on those standards and offering an avenue to improve the standards would ensure that all project resources would have the information they need to implement successfully.

If oversight committees determine gaps against defined standards, define a procedure to reconcile the differences: document gaps, suggest a fix or new technology, and initiate a new feedback loop for the amendment.  Define repeatable procedures where lacking, in areas like technology migrations and project issue management.

4) Institute Governance & Control

Leverage the PMO concept to control the execution of best practices.  Its recommended revised structure includes representatives across all effected groups: oversight committees, project teams, vendors, and sponsors.  Collaboratively monitor and govern the rollout of this new operational model.

In parallel, administer the common responsibilities of a PMO: budget, secure funding, track progress, control project scope and risk.


Our solution objective was to apply our ideas tactically to stated client needs, illuminating where our concepts meet their practice.

For our prototype, we addressed a business problem in foreign jurisdiction reporting.  Some sovereigns require accounting that differs from GAAP, mandate bespoke customer reporting, and specify unique criteria for customer actions, such as default.  Poland, in particular, diverges from other EMEA nations in these areas.  Sub-systems were configured to handle these peculiarities, but how could a conformed data warehouse, with its standardization, integrate them?

We felt it a great opportunity to demonstrate how processes focused on implementation standards could handle unforeseen curveballs.  With oversight committees established to guide implementation teams, it was a question of flowing the new requirements to the appropriate committees.  Let the committee members interpret, and then add to or amend existing standards to accommodate the oddities.  Voila.  The implementation teams then have the information to execute, not just for this requirement, but for anything similar that might arise in the future.

Specifically for foreign reporting, we documented the types of standards for which each oversight committee was responsible.  Then, we applied 5 sample business requirement gaps to the committee(s) that would need to incorporate them:

Foreign Reporting Business Requirement Gaps Oversight Committee(s)
1) System input for calculation of unused commitment amount Data Model & Data Integration
2) Local system input for collateral pledged at transaction level Data Model & Data Integration
3) Revised EAD calculation for collateral offset at transaction level Technical Process Design
4) Revised definition of Basel counterparty default and customer classification of Corporate vs. Government Data Model & Data Integration
5) Batch scheduling adjustments to meet reporting Service Level Agreement (SLA) Batch Scheduling; Data Gaps & Source System Remediation

From there, it was an exercise of staffing project teams to use the standards for the new requirements, embracing the review and approval procedures between project teams and oversight committees, and monitoring timelines and project risk.  All of these were processes under the guise of our reengineered operating model: a complete solution for running projects more effectively.


Enterprise projects are complicated. And it’s a complex task to make them simple.

While perhaps not simplification, structure at least provides the means to consistently coordinate efforts, defining who, what, when and how. Our reengineering solution did just that: it defined the parameters under which standards are conceived, implemented and monitored. These perspectives provided a sustainable model for project management and solution delivery of large scale projects. Projects that, if they become unwieldy, can produce outcomes worse than cost overruns: solutions that lack utility.

Our client took our ideas and applied them, over time, to their initiatives. The result? Portable, reusable processes. Better management tools. Outcomes with higher quality.

Oracle CAB

eBISTM, privately held strategy consulting and financial services solutions company, was named to the Oracle Financial Services Analytical Applications Customer Advisory Board (CAB). In this role, eBIS joins other leading financial services firms and consulting partners in an effort to help shape the direction, functionality and delivery of Oracle’s analytic products. eBIS president Pete Shannon stated, “eBIS brings to the CAB focused experience in bridging business strategy and technology solutions.  Our understanding of enterprise financial risk and profitability, and our war stories of trying to capture financial theory in a technology vehicle, should provide Oracle with perspectives to help their enterprise offerings. We also have information to share gathered from our own financial forums.  We have worked closely with Oracle and its integrated companies for years and look forward to the opportunity to positively influence their products for even better customer satisfaction and risk management results.”

About eBIS
eBIS is a privately held investment consulting and financial services solutions company with over 10 years of experience in bridging gaps between strategic ideas and business solutions. Leveraging understanding of both financial risks and solutions that can quantify and mitigate them, eBIS partners with clients to deliver value-added business insight. eBIS specializes in strategic investment advisory services, risk architecture engineering and analytics modeling using proven best practices, reusable solution toolkits and innovative problem solving. The company’s client list includes top ten international and U.S. financial institutions in commercial and retail banking, investment banking and asset management, as well as small businesses and individual investors.

eBIS Financial Forums

eBISTM, privately held strategy consulting and financial services solutions company, launched Enterprise Performance Management (EPM) forums in the second half of 2008 to create a community for financial professionals to share ideas, discuss industry trends and gather information in the analytic applications space.  With over 10 participating financial institutions, the periodic forums facilitate dialogue among institutions with common goals, with eBIS providing subject area expertise and research in addition to topical guidance.

In particular, the forums afford an opportunity to discuss industry and regulatory events, their effect on business operations and specific software solutions needed to manage risk.  eBIS president Pete Shannon said, “Based on the breadth of the companies represented on the calls – from major asset management institutions to the world’s largest business software company to U.S. and global commercial and retail banks in the top ten – eBIS has created an important and useful forum for financial services institutions dealing with today’s profitability reporting and risk management challenges.”

Topics covered in the forums include software options for risk and profitability related solutions in addition to strategic approaches and best practices for data acquisition, logical data storage, analytic processing and reporting.  In one forum, Oracle representatives provided direct input on roadmaps to Oracle’s varied product offerings and upcoming FusionTM platform, generating spirited dialogue, valuable insight into customer preferences and ideas for product direction.  In another forum, eBIS presented an analysis of the competitive landscape in data warehouse and risk analytics software. Reaction to the forums from senior members of participating institutions has been positive: “Yes, the conference call was useful.  Thanks for including us, and please continue to do so!” “Great discussion today!” “A wonderful start and I was chastised over here for not inviting more folks.” “It was definitely worthwhile.”

Added Pete Shannon, “In view of the richness of the ideas, comments and feedback we’re hearing in the forums, eBIS will seek to formalize opportunities with enterprise software vendors to synthesize this input.  We can present a single voice to influence product strategy, using input from these important companies in the financial services industry, as well as our own experience in this domain.  Both financial and software firms can benefit from the ideas generated during these discussions if they are actioned in a meaningful way.”

About eBIS
eBIS is a privately held investment consulting and financial services solutions company with over 10 years of experience in bridging gaps between strategic ideas and business solutions. Leveraging understanding of both financial risks and solutions that can quantify and mitigate them, eBIS partners with clients to deliver value-added business insight. eBIS specializes in strategic investment advisory services, risk architecture engineering and analytics modeling using proven best practices, reusable solution toolkits and innovative problem solving. The company’s client list includes top ten international and U.S. financial institutions in commercial and retail banking, investment banking and asset management, as well as small businesses and individual investors.