Dermot Corrigan is CEO of smartKYC, a firm taking a truly multi-faceted approach to client screening. Here, he explains why wealth managers are missing out by focusing overmuch on “red flags” – when in fact they can make KYC a competitive advantage by ensuring relationship intelligence is fully leveraged throughout the client lifecycle.
With ever-tighter regulation and the need for enhanced due diligence when onboarding both individuals and entities as customers of your firm, it is important to remember what the C in KYC stands for: client, not criminal.
KYC (Know Your Client) screening has become synonymous with checking for “red flags” on a firm’s clients, with enhanced scrutiny and stricter regulation coming into effect since the terrorist attacks of 9/11.
But client knowledge should never be the exclusive preserve of the compliance function, nor should it be an activity designed solely to provide reasons not to do business with someone.
Instead, we advocate a holistic approach, whereby technology-led relationship intelligence is used to good effect at all stages of the client journey. Overarchingly, we believe that KYC is about identifying the opportunities as well as the potential risks a relationship represents, and utilizing everything you can know about a client to increase satisfaction and loyalty, and deepen wallet share.
Broad business benefits
The business benefits of this approach are wide-ranging, however, as it lays a foundation for resolving many of the pain points that currently plague the sector. Faster, frictionless - and more confident - onboarding is just the start.
Having a single view of the client, from an intelligence perspective as well as a process perspective, reduces the (very real) risk of duplicated effort and critical data loss, but more importantly it enables better client engagement and the provision of higher quality advice. It will also help your organization function better, putting an end to siloed technology investments and fostering real alignment between compliance and relationship managers (RMs).
So, what do we mean by “relationship intelligence”, and when might it be deployed? In essence, we mean serving up precise, useable information on clients and prospects. This might be with an eye on risk or opportunity, and could be before, during or after onboarding. There are compelling use cases at each stage.
At the prospecting stage, our technology allows RMs to be alerted to specific lead opportunities as defined by the business. These lead triggers could include a breaking media reference to a specific type of liquidity event, a material change at a corporate registry, such as a new director appointment, or a new share allocation.
A tear sheet is then automatically generated containing need-to-know information on the target, including their background, assets, career history, lifestyle, hobbies, philanthropic and political interests, source of wealth and so on.
Furthermore, it might be found that Target A is a patron of the same charity as happy Client B and the RM therefore has the potential for a warm introduction to Target A. Armed with all of this, the RM has a huge head start on rivals, is better informed and stands a much greater chance of success in signing that potential client up.
What’s more, we ensure that no effort is wasted in wooing unsuitable prospects. At this point, preliminary compliance checks are performed automatically to ensure that there should be no obvious reason for compliance to reject this client at onboarding