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  • user 3:35 am on July 26, 2016 Permalink | Reply
    Tags: 000, , , , , c9c8cd, , F8F8F8, FFF, , , Instagram, , , technology   

    Swiss Fintech Startups Accounts to Follow on Instagram 

    Just like Facebook, Twitter and recently, Snapchat, are one of the most active social media platforms which attract millions of users globally.

    instagram users 2016

    According to statista.com, Instagram users had increased from 9 millions in 2013 to 500 millions in June 2016, an impressive growth in such a short period of time.

    If Facebook is your big community to share interests and stay connected, Twitter is your latest stream of news and updates with simple texts, images and links, Snapchat is your place for live videos, then Instagram is your favourite daily photo album. It&;s all about images and just images.

    So, social media wise, does Instagram fit for , Fintech firms and companies to develop their awareness? The answer is, just like any other social media platform, it depends on what is shared with the community. Several Fintech startups have been picking up the trend and doing quite well on Instagram.

    In the list of Top 30 Swiss Fintech Startups, Social Media Ranking by Fintech News Switzerland, 11 out of 30 startups have been running an active Instagram .

    Top 30 Swiss Fintech Startups. See details at http://fintechnews.ch/top-30-fintech-startups-in-switzerland-2/ fintech customerexperience banking digital payments onlinepayment blockchain bitcoin insurtech financial technology cryptocurrency crowdlending crowdfunding Lending finance event startups entrepreneurship entrepreneurs bigdata cryptocurrency lending p2p peertopeer switzerland banking banks innovation insurance roboadvisors

    A photo posted by FintechNews (@fintechnews.ch) on

    Because of the uniqueness of Instagram, a few Fintech startups have been sharing their news and updates in form of images only with their followers in different ways.

    EthereumProject &; 1,071 followers

    ethereum &8211; bitcoin

    A photo posted by Ethereum (@ethereumproject) on

    Finance Fox &8211; 737 followers

    Crowdhouse.ch &8211; 128 followers

    Meilenstein für crowdhouse.ch: Luzerner Kantonalbank beteiligt sich strategisch an crowdhouse!!!

    A photo posted by crowdhouse.ch (@crowdhouse.ch) on

    Numbrs &8211; 136 followers

    Centralway Numbrs. Mobile Banking.

    A photo posted by Centralway Numbrs (@centralwaynumbrs) on

    Sentifi &8211; 97 followers

    truewealth.ch &8211; 30 followers

    truewealthoffice#finally#shows#color zurich#startup#windyday

    A photo posted by True Wealth Inc. (@truewealth.ch) on

    Other accounts are AdvanonCreditGate24KnipSplenditInvestiere

    > Follow Fintech News Switzerland Instagram

     

     

     

    The post Swiss Fintech Startups Accounts to Follow on Instagram appeared first on Fintech Schweiz Digital Finance News – FintechNewsCH.

    Fintech Schweiz Digital Finance News – FintechNewsCH

     
  • user 4:40 pm on July 25, 2016 Permalink | Reply
    Tags: , , , , , technology   

    Is Innovation in Insurance Happening Right Now? 

    AAEAAQAAAAAAAAjBAAAAJDRmOWY1NjRmLWU3N2MtNGU0MS1hYzJjLTczYjIxNzUzNjhlZg

    occupies a sector of our economy that has not seen any major tech disruptions until recently. Its history goes back to the Lloyd’s of London in the 1600s, who mitigated their risk exposure by posting notices of their cargo headed for the New World. The cargo would ship out only when enough merchants signed up to undertake the travel risk. The risk-takers eventually came to be known as underwriters and the bonuses they received for undertaking that risk were called premiums.

    With a space so antiquated and full of consumer trust issues, why has nothing changed? Well, 66% of consumers have distrust for the insurance industry. 70% of consumers feel that choosing financial products are confusing [1]. The distribution model is outdated; insurance agents are still making house calls. Market conditions create an interesting opportunity for startups vying for a seat at the table. There is a need for newer distribution models, a simplification of consumer products, and a shift in a mindset among customers.

    Also, today’s household decision makers are becoming harder to sell to. A 2015 LIMRA study found that the majority of Gen X and Y consumers know they are under-insured, but less than 20%said they are likely to buy life insurance [2]. Millennials also have a strong opinion about current insurance policies. Bob Mozeika, head of Munich Re’s Executive Strategy, stated at the Plug and Play Insurance kick-off event that “Millennial’s really want more transparency in their products… people want to fully and easily understand their coverages and value they are receiving, Not just easy access” [3].

    There are many barriers to entry for new innovative insurance companies. For one, insurance companies have been slow to adopt innovation. They are also making expensive acquisitions with Price to Book Values falling between 10x to 16x. [4] Large insurers have had difficulty implementing IT system integrations. Many are still relying on old legacy infrastructure. With current regulation stifling advances in peer-to-peer insurance there are still many significant barriers to entry for startups to get off the ground.

    The market is already starting to make way for . In the past six years, early stage ‘insurtech’ funding has grown from less than $50 million to close to $350 million [5]. The new inflow of cash mimics the trends in the space.

    New ‘insurtech’ companies are leveraging the power of shared economy made popular through services like Uber and Airbnb. On top of that, there are now more effective communication platforms to reach customer segments. The Internet of Things and ‘Big Data’ have given unprecedented insights into customer habits in real time. New tech such as autonomous driving will also significantly change the future of auto insurance [6]. These tools will allow the insurance sector to move from a reactive model, to a proactive one – a revolutionary turn.

    We are starting to see mobile and in-app solutions develop in this market space. A number of high caliber startups are beginning to deliver innovation especially in the on-demand insurance space. Trov offers a mobile app that tracks, prices, and delivers insurance coverage for single items and possessions. Early this year, they raised $25 million. [7] Slice offers on-demand insurance to the ride sharing economy on the drivers side. They just closed 3.9 million early this year. [8] Bunker raised $2 million in a seed round in effort to provide insurance for freelancers, otherwise known as on-demand employees.

    These investments pale in comparison to the massive war chests of major insurers. That said, the nimbleness of these startups, tapping into the on-demand hype, could eat away at the market extremely fast.

    Business models are being reinvented as we speak, especially in the insurance sector which is often marked by low customer interaction, limited service levels, complex IT systems, and masses of data. A new digital revolution has created more data enabling new risks, tailored products, performance warranty, and new ways of underwriting. It has given insurance companies access to customers they have not been able to access before. Given the complexity of insurance products, technology can arm agents with resources to access traditional customers in new ways. Industry has also not been growing at the same rate as GNP and is losing relevance. Their is a desperate need for innovation to expand boundaries of insurability in an effort to bring new premiums into the market.

    Disruption may not necessarily mean a complete overhaul to the traditional underwriting and premium model, but can we improve the risk assessment process? What about the way in which policies are sold to consumers? Will insurance policies work like the real-time stock market? Will we need completely different insurance products to safeguard against new and emerging tech such as cyber threats?

    That’s a lot to think about.

    Article written by Kevin Wang and Ali Safavi from Plug and Play Insurance, in collaboration with Munich Re (Robert Mozeika and Philip von der Schulenburg) and Deloitte (Daniel Gadino and Prashanth Ajjampur) and has also been published on http://bit.ly/2a1BTgG 


    ———————————————————————————————–

    [1] http://www2.deloitte.com/content/dam/Deloitte/us/Documents/financial-services/us-fsi-meeting-the-retirement-challenge-09302014.pdf

    [2] http://www.limra.com/Posts/PR/News_Releases/LIMRA_Study_Finds_Majority_of_Gen_X_and_Y_Consumers_Believe_They_Need__More_Life_Insurance,_But_Few_Will_Buy.aspx

    [3] https://youtu.be/IpziR-F3-Qo?t=7m7s

    [4] http://www2.deloitte.com/us/en/pages/financial-services/articles/2014-insurance-mergers-and-acquisitions-outlook.html

    [5] https://www.cbinsights.com/blog/2016-insurance-tech-startup-launches/

    [6] https://www.pwc.com/us/en/insurance/publications/assets/pwc-top-issues-insurtech.pdf

    [7] http://dupress.com/articles/mobility-ecosystem-future-of-auto-insurance/


    [linkedinbadge URL=”https://www.linkedin.com/in/asafavi” connections=”off” mode=”icon” liname=”Ali Safavi”] is Director, Insurance | Senior Venture Associate at Plug and Play Tech Center and this article was originally published on linkedin.

     
  • user 6:00 am on July 25, 2016 Permalink | Reply
    Tags: , , technology   

    Another Blockchain Healthcare Distruptor: Shifting Wealth from Carpetbagging Recruiters to Providers 

    AAEAAQAAAAAAAAdqAAAAJGQ0ZTI0ODZmLTk3MTAtNDZjOC04NTYzLWFlY2JlMGYyZGQ1ZAThe US credentialing and recruiting industry is unnecessary. Currently over $16 billion dollars a year flows to intermediaries and the industry is projected to grow at 6% per annum given changing demographics and emerging healthcare policies. These intermediaries or opportunistic carpetbaggers are largely exploiting inefficiencies. If applied properly, the could potentially displace the need for credentialing and recruiting firms.

    Doctors, nurses, and allied health and other healthcare professionals do not own their individual professional “record” or credentials.  Thanks to the blockchain, now for the first time these providers have an opportunity to take back (or self-govern) what is theirs, save the industry billions, and enhance their wealth.

    It is time to build a “provider-centered” credentialing, recruiting, and reputation system. The blockchain is exactly what the doctor, PA, or NP should prescribe for themselves.

    Healthcare is riddled with hundreds of intermediaries who profit from the inefficiencies in recruitment, employment, credentialing, privileging, and on-boarding.   Verifying credentials, let alone reputation, is a complex process as there is no central source for these services.

    Gone are the days when providers attended just one healthcare educational institute. Healthcare professionals attend multiple educational institutions, training and certification programs, and on-going continuing education courses to keep up with licensing requirements and the latest in medicine to ensure the preservation of quality and advancement of care. These programs and new models of education and online schools have complicated the process of verifying credentials, hiring, and privileging healthcare professionals.

    Manual validation of all records from the plethora of brick-and-mortar and virtual institutions is a complex, time consuming, and highly inefficient process. Consequently, a myriad of healthcare compliance, recruiting, and consultancies have positioned themselves right in the middle of this profitable mess to manually validate credentials, references, etc., unnecessarily driving up healthcare costs.  

    The solution?  A healthcare provider credential and reputation blockchain. One of the core characteristics of blockchain is the elimination of the middleman or intermediary.  The healthcare provider credential and reputation blockchain would record and maintain the immutable and authentic record of a doctor, nurse, or other healthcare professional’s credentials and reputation, providing the industry with one open record of providers’ educational attainment, licensing, and professional reputation, thereby eliminating the need for middlemen.

    Moreover, it is envisioned that this same credential and reputation blockchain would be used by educational institutions, hospitals, clinics, continuing education programs, certification groups, law enforcement, etc. Essentially these institutions become “peers” on a peer-to-peer network or blockchain. Participating in the blockchain would earn these institutions digital currency for validating and adding “blocks” to the network that are linked to digital educational certificates or other authentication constructs issued by the institutions.  These blocks would be a permanent record and might include expired notices for timed-boxed credentials.

    The blockchain may also include apps that patients and provider institutions might use to post permanent and authenticated reviews of a providers’ performance, establishing the provider’s “reputation” equity.  These review block posts would come at an expense to minimize fraudulent reviews. Additionally, existing social network “kudos” such as recommendations and endorsements on LinkedIn could be posted to augment the official record.

    Each provider would carry a digital credential portfolio on their smart phone or tablet able to control access to hiring institutions and licensing boards for a fee. Other potential types of data that could be recorded on the blockchain including performance reviews (positive or negative), sanctions, civil lawsuits, and misdemeanors and convictions. 

    The blockchain could also be extended to include hospital privileging and payer enrollment certificates (for billing and reimbursement) simplifying the onboarding process and movement within hospital systems.

    Now, more than ever before, healthcare professionals are in a great position to unite and reclaim their credentials and reputations by way of a healthcare provider credential and reputation blockchain system that puts them in control of what is rightfully theirs.


     [linkedinbadge URL=”https://www.linkedin.com/in/cyrusmaaghul” connections=”off” mode=”icon” liname=”Cyrus Maaghul”] is founder at HealthCombix and PointNurse, and this article was originally published on linkedin.

     
  • user 7:40 pm on July 24, 2016 Permalink | Reply
    Tags: , , financial market, , technology   

    Alternative Global Financial Market Infrastructure 

    AAEAAQAAAAAAAAe5AAAAJGY5NDUxZjI2LTIxNmQtNGE3My1hZTdiLWFmZWZlNzFkZGFhMA

    “Huston we have a problem”[1]. The original Apollo 13 phrase back in 1970, is applicable to the current in 2016. 

    There are many commentators on the breath of the problems, but few practical solutions on the table; there are even people who believe the system is beyond fixing.

    This post will limit the discussions to addressing the technical aspects of a replacement Financial Market Infrastructure, and leave the  “economic theory” an “politics” to others.

    What is required?
    It is pretty obvious that the technical infrastructure of the existing FMI is beyond repair, it has evolved over a number of years to the point where it is simply unstable. Major pieces of the infrastructure are starting to fail[2]. In many cases the defects are
    Architectural and cannot be patched. Any system architect knows full well that KISS, always underpins any practical solution, and that legacy system migrations are both costly and high risk, especially systems such as the existing FMI. It is hard to completely identity, all elements, or risks of the existing global FMI.

    Where to start?
    One of the better documents in this space is the Bank of International Settlements (BIS) “Principles for Financial Market Infrastructure“. There is no reason why an  FMI should not meet the same principles, and applicable regulations as the existing  FMI.

    So lets set these as the starting point for our replacement Financial Market Infrastructure and check any proposed solution against these principles. We will perform a review of the proposal solution, at the end of this post.

    The Vision, is  a Continuous Global Market, which never closes?
    The attention and responsiveness participants bring to the Market, joins them together across intuitions, space and time. All participants observe the Market continuously (without any interruption) with synchronicity and temporal immediacy. Everyone on the planet sees the same Market simultaneously and in real-time. A new  level of global integration, and interdependence will emerge, as temporal, systemic risk and significant “tied up” clearing capital within the existing market simply vanish, or gets redeployed in more productive venues.

     

    The Key Design Principle

    Simplify the existing highly complex systems and procedures,

    while reducing

    Systemic RISK.

    The System Building Blocks

    Secure Global Identity

    A global secure Identity underpins all elements of the FMI, and is embedded into each of the FMI elements.

    • there is no centralized infrastructure or entity required
    • the secure identity is under the exclusive control of the Individual
    • can securely support the full range of Identity and authentication requirements

    Identity Attributes:

    • Ownership can be digitally proven with high assurance, and possible non-repudiation
    • Disposable
    • Support digitally signed by owner
    • Third parties may offer digital attestations:
      • Identity Verification, Inc. digitally signs as passing their 100 points check.
      • Auction Provider, digitally signs as having a certain reputation score, on their website.
      • Decentralized market users, digitally sign one another’s attributes, building a decentralized reputation, social network. 
    • Full compliance with KYC, AML/CTP and cross boarder regulations
    • Needs to assist with financial inclusion, and remove the “unknown” within world population.

    Global Payments Rail

    Supports the global PVP unconditional settlements.

    1. Scalable, known risk solution
    2. Utilizes Secure Identity for entities
    3. High Assurance global P2P Payments Rail
    4. Supports Fiat Digital Currencies, as legal tender
    5. Provides “trust” between unknown and untrusted P2P entities
    6. Requires zero, payment specific hardware, or technologies
    7. Can be globally deployed without any barriers, technical, or regulatory
    8. Provides a “known level” of security, and hence risk
    9. Leverages existing commercial FIPS 140-2  certified  TPM’s, protection profiles and libraries
    10. Secure all existing ecommerce sites, with same trusted path assurance of all payment parties via HSM protected keys
    11. Provide a more secure, lower risk, solution than any existing hardware based payment solution, like ENV chip cards or ATM, and POS terminals
    12. Require zero shared secrets in any element which participates in the network.
    13. All payments are P2P occurring inside and between two FIPS-140-2 certified HSM’s;
    14. Mandatory security policy, which all parties, including all nodes hosts and processes must be mutually authenticated via hardware (HSM)  key pairs.
    15. All ownership of all payments are codified on a Public  Block Chain Ledger
    16. Needs to support financial inclusion, and remove the “unbanked” of the worlds population.


    Global Asset Settlement Rail

    Supports the global AVA and BIS DVP Model 1, unconditional settlements

    1. Scalable, known risk solution
    2. Global Asset Identifier which supports all existing  securities or assets without any central registration.
    3. Utilizes Secure Identity for entities
    4. High Assurance global P2P Settlements Rail
    5. Provides “trust” between unknown and untrusted P2P entities
    6. Leverages existing commercial FIPS 140-2  certified  TPM’s, protection profiles and libraries
    7. All asset transfers are P2P occurring inside and between two FIPS-140-2 certified HSM’s;
    8. All payments are P2P occurring inside and between two FIPS-140-2 certified HSM’s;
    9. Mandatory security policy, which all parties, including all nodes hosts and processes must be mutually authenticated via hardware (HSM)  key pairs.
    10. All ownership of all assets are codified on a Public Block Chain Ledger

    Global Market Place

    Essentially, the existing order, trade and execution, except that there is now full transparency via the Public Block Chain Order Book, and tightly integrated into the other FMI elements, this is essential for the overall FMI security and systemic risk. The main changes are identified below.

    1.  Global Asset Identifier which supports all existing  securities or assets without any central registration.
    2. Global Secure Identifiers
    3. All Market Orders available in real-time via Public Block Chain Order Book

     

    Global Asset Registers
    Support the legal codification of various forms of assets, examples are land, art, gold etc, which may be transacted as codified digital assets. 

    • All ownership of all assets are codified on a Public Block Chain Register

    Done with the key Elements..

    Ok so lets see how the above will meet the BIS principles

    • Settlement finality, done in real-time.
    • Money settlements, done via fiat legal tender
    • Physical deliveries, covers all digital assets, others TBD.
    • Central securities depositories, deprecated by P2P
    • Exchange-of-value settlement systems, all transfers are instantaneous and “atomic”
    • Participant-default rules and procedures, adapted to support the simpler solution
    • Segregation and portability, deprecated as all assets and currency directly held by P2P entities.
    • General business risk, no process change
    • Custody and investment risks, custody deprecated as all asset ownership codified on the Ledger, investment risk no change
    • Operational risk, no process change
    • Principles 18->23, no process change.
    • Disclosure of market data by trade repositories, all data is publicly available in real-time via the relevant Public Block Chains

    What exists today?
    The following is based on an existing commercial POC including all of the above elements and is available today. See Slideshow links below, for technical details of one such solution, we expect to see many more in the near future.

    Market Trading, Order Book, Matching Engine and market data distribution. Matching engine lastency ~256ns.

    DVP Model 1 Settlement,  continuous atomic P2P unconditional settlement ~ 50ms.

    Conclusion
    It is possible to provide a technical alternative to the existing FMI, in  a low risk, incremental manner, while meeting all of the regulatory and compliance requirements.

    I keep seeing posts by regulators and incumbents who simply have not spend the time and effort to understand what modern technologies make possible, plus a lot of FUD from those who see their business disappear. It is time for everyone with their wide and varied perspectives to focus on the future which fixes the broken FMI as it exists in various stove pipes and national systems today, the alternative is an world where risk runs rampant. End soapbox.

    The  most significant change is one of “mindset” within existing market participants, central  and regulators.  With  a level of understanding of the alternative FMI, a number of the current issues identified such as Basel III, Ring Fencing, and other organizations, can be more readily addressed.

    The key is a fully integrated, holistic solution, for an alternative  Global Financial Management Infrastructure, which can be incrementally deployed within an alternative “green field” solution space.

    The Road to 2020
    Ok, so we have solved the bits, but this is only a small part of replacing an existing “regulated” and typically entrenched monopolies or oligopolies.  High risk and significant capital requirements are useful barriers to entry, within distorted markets caused by misguided “regulation”.

    Lets look at one perspective of a commercial pathway, to achieving a fully functional  Global Financial Market Infrastructure by 2020.

    2016: Regulation.

    Its a commercial reality, that to achieve a 2020 objective, any solution MUST fit inside the existing legal, regulatory and compliance framework as it exists today. Experience has shown it will take at least a decade to effect any change, so no point. While most of the issues are simply mind sets, this will take at least a year to adapt the technologies to the various global jurisdictions. The road map envisions a limited set of use cases being taken though the process during 2016.

    Global Secure Identity system and  infrastructure fully operational.

    2017: Addressing the Payments Rail, this is the year for getting the Payments side of the DVP Model 1 settlement sorted. The CCP is no longer involved in the payment settlement the objective solution is fiat “legal tender” but with the ability to provide cross ledger “atomic” transfers with the Asset Rail. This year will see the very first “Market Place” with fully integrated trade and settlement, on  a limited set of securities and orchestrations.

    2018: The establishment of a alternative Global Market Place, with a limited set of assets. The market place operates with zero closing times and on a continuous trading and settlement basis.  The first truly low risk global FMI operating P2P BIS DVP Model 1 unconditional settlements.

    2019: The “migration” from the high cost, high risk legacy system to the new Market Place. The migration will be driven by “clients” or buy side institutions, not regulators or regulated market participants.

    2020: The volume of trades executed and settled on the Global Market Place, exceeds the legacy systems, which are now becoming uneconomical to operate. The legacy systems rapidly deprecate, from this point onwards, as they cannot compete. People are voting with their feet.

    One last observation, simply because the business of existing players has become extinct, does not mean there is a regulatory failure!

    Lets take a look at what this all means to the existing parties.
    Based upon the experience with the Global Market, Payment and Settlement Rails, the following is the my view of the future:

    Brokers these disappear, replaced by accounts held directly with Market Participants.

    Exchanges these remain, and typically will provide the FMI to their participants.

    Clearing Participants gone..

    Settlement Participants, remain and become the only operational element of the CCP. Payment settlement done via Bank FMI, no need for banking licence or central bank RTGS.

    Central counterparty (CCP), operational functions are deprecated, same with the major part of the capital requirements and liquidity as P2P DVP Model 1, has zero counterparty risk, and zero liquidity requirements., and there is no clearing function. The CCP provides the regulatory and licensing to the Settlement Participants.

    Central securities depository (CSD), gone. All assets held in high assurance HSM’s directly by the client.

    Custodians  gone, all codified assets held directly

    Registry gone, but functions performed directly by issuer. All ownership, holdings, distributions and notifications are now in real-time on the Block Chain.

    Market Makers as P2P promotes buy-side liquidity over traditional market markers, liquidity is not likely to be an issue; but jury is out.

    Market Data Providers as the Order Book and the Trades are all on the Public Block Chain, these providers have no function, these ledgers also provide full market transparency on a level playing field.

    Banks, not required as all fiat Digital Currency, held directly by client within the bank provided FMI. Like the CSD no bank can be involved within any high assurance P2P exchange. Banks will become the suppliers of technology ~  to old world “bank vaults”, the FMI infrastructure.

    Central Banks the jury is out, one view is that Central Banks will  connect directly to customers via fiat Digital Currency, no need “helicopter money” simply inject directly into the economy? The alternative view is as most of the “money” is actually created to day by commercial banks, they could simply form a consortia, and make central banks obsolete? Technology today, can support both view, only time and the market will tell.

    SWIFT, gone as security moved to HSM secured application datagrams over commodity Internet or 40Gb market networks.

    True change is driven by Empowered Individuals,
    not regulation or incumbents.

    AAEAAQAAAAAAAAl3AAAAJGJhOTM1ZDBjLTVlNmMtNDI0Mi1iMmY2LTE2NGMyYWMwZDY3MQ

    FAQ
    Q: We need a CCP with novation and netting to manage risk?

    A: One needs to think about what a continuous market, where trade and settlement happens in less than 50ms actually looks like. 

    Typically this question is predicated on the systemic risk that sits in the delay pools, there is a wad of theory on why Model 3 can have some advantages over model 1 settlement ( mostly when true DVP is not possible), the second driver is the obsolete transactional engines, in the back office world.   Today any exchange worth its salt, can match and execute a trade in around  256ns, the same technologies applied to a similar architecture, supports a P2P DVP Model 1 unconditional settlement in ~ 50ms today, in fact settlements can actually happen in ~ 1ms in several use cases. This produces the lowest possible systemic risk as the latencies of the trade and settlement are now compatible. Both of these deprecate the existing Model 3 novation and netting approach.

    Quite simply continuous P2P BIS DVP Model 1 unconditional settlement in ~ 50ms is the lowest possible systemic risk solution.  Plus there is now zero counterparty and liquidity risk as the settlement is instantaneous and “atomic”. 

    Q; One needs  real-time payments system

    A: Correct, the latency of the payment system must match the latency of the asset transfer to ensure atomic transfer of asset with payment a s required by BIS DVP Model 1 gross settlement.

    Q: Traders need to have the payment sitting in their account to trade.

    A: Correct, with continuous trade and settlement occurring in ~ 50ms, anyone entering a market trade must have the capability to actually make payment. A Global Block Chain Ledger Payment Rail underpins the settlement process, within our POC the trade execution is the place where this check is performed. The days of individuals, institutions and HTF traders playing with almost zero risk in “delay pools” are over. These types of trades will now have the market allocate the correct risk to these activities, they will operate inside the market not on the outer. 

    Q: Market models currently go to great length to anonymise participants at different points in the transaction lifecycle.
    A: The days of market manipulation by large institutions are also over, the market now has full transparency to all market participants on a real-time and equal basis, this is what a perfect market requires. If an institutions wants to make a large trade, then this will be appropriately priced by the market, as it should be. 

    Q: Fat fingers

    A: Yet mistakes and failures  will have a cost, as they must. All such corrections will now be on market as they must be.

    Q: Naked short selling in the new FMI?

    A; Simply cannot exist,  this a variant of the payment side Q above.

    Q: Meeting new regulatory requirements on capital and transparency

    A; Enter a new world, where everyone has full transparency in real-time not just regulators, this is provided as zero system cost, as it is a fundermatal aspect of the new FMI.  It will be interesting to see what happens with true market transparency is provided.

    Q: Are smart contracts needed in the FMI.

    A: In short no, the existing orchestrations are well known, nothing new is required in this space, a ledger has been doing this for 50 years, and will continue to meet these requirements. Its just a Ledger..

    Q: What would FX trading and Liqudity look like?
    A: Most FX trades are OTC, and based on a “quote” driven market, the has proven to produce an unfair market, where nabks can easly distort the FX prices. We expect that FX will move to an order book, with P2P market trades ebign the norm. The existing market makers being primarly replaced by “Buy” side liquidity.  The net result will be FX becoming just another tarde, and brough into a “fair” market. This should initially see rates in the 0.09% to 0.29% range.

    Further Reading
    Securities Clearing, and the Dodo Bird..

    The Holy Grail of Settlement
    The Global Block Chain Payments Rail 

    Regulation and the Block Chain Ledger
    Your Identity is yours and yours alone.

    Slide Share

    The Global Block Chain Payment Rail

    The Global Block Chain Securities Settlement Rail

    References

    1. “Originally a genuine report of a life-threatening fault.”

    2. http://qz.com/639369/a-1-billion-cyber-heist-against-bangladeshs-central-bank-was-thwarted-by-a-spelling-error/

    3. http://www.bis.org/cpmi/publ/d101a.pdf Updated 11 December 2015
    4.
    Contagion in Payment and Settlement Systems 

    5. https://www.imf.org/external/pubs/ft/wp/2012/wp12202.pdf


     [linkedinbadge URL=”https://www.linkedin.com/in/charlesmooreau” connections=”off” mode=”icon” liname=””] is Managing Director, System Architect | Technology Strategist | Business Analyst, and this article was originally published on linkedin.

     
  • user 10:00 am on July 24, 2016 Permalink | Reply
    Tags: , , , technology   

    Really Thinking Outside The Bank 

    AAEAAQAAAAAAAAgPAAAAJGM1Y2U5NjJkLTQzMmEtNDNiMS1hNmU2LTA2Y2M5ZjgyYjE4NA

    I was lucky enough to be invited to a panel discussion recently and given the privilege and opportunity to express my opinions about what digital means to banking. What became apparent from the discussion and questions was most people link digital to . If not about technology, it was about how new development was undertaken; be more like the fintechs, don’t fear failure, etc., etc.

    But to me such discussions miss the point entirely. While no doubt there’s an element of being digital in back office efficiency (such as robotic process automation) the real digital focus for should be in creating market differentiation.  Differentiation won’t be achieved through making processes faster and more efficient.

    Recently, when taking a more design-led approach to digitisation and removing the constraints of the current offerings and technology altogether, I’ve been amazed at the number of simple yet effective offerings banks could make with very little effort. It was during that panel discussion that I became even more aware that people really weren’t, despite the rhetoric, “thinking outside the bank”. Gartner was telling us the two most asked for features were proactive security and some other enhancement to the current standard fair. But that is tunnel vision. Customers don’t expect banks to truly innovate and are used to them remaining confined to the products and services they’ve always delivered.

    With the real threat to retail banking being that in the near future the standard offering will be as much a utility service as turning on a tap, concentrating on the water pressure and flow rate isn’t the way to maintain or increase market share. Banks need to offer a compelling differentiation to attract customers as account switching continues to rise. By thinking a little more laterally, this isn’t a difficult thing to do.

    I think the blinkered thinking is all down to how analysts and those in the banking industry look at the problem. By focusing on feedback from users of current services and products, the drive is to make these more efficient and with lower friction, moving from multi-channel to omni-channel. But how about forgetting channels altogether? Yes, we need to make whatever the new world efficient and frictionless, but that’s just a faster car, not anything new. Very soon everyone’s car will be faster. The fintechs are starting to reshape the user experience of banking and, like Mondo’s transport for London payment reminder, are starting to look outside of the existing standard service.

    This is what I believe banks need to do more of. Whether you use design-led thinking or just sit down and wonder, with the information that a bank has about me, what should it be able to do?

    Two examples came to mind on my flight down to the panel discussion. The first was, wouldn’t it be handy if when I landed at the airport my banking app asked me if I am here for business or leisure? I’d choose business and the banking app would now know to tag any payments as expenses, such as the hotel room. When I land back home the banking app, in addition to welcoming me home and offering to call a cab, should ask if that concludes this trip. Answering yes, it would then send me an expense report with digital receipts for me to claim back – even better if it offered an API to my expense system to do this automatically. There’s nothing in this idea that isn’t already available to a bank. They know where I stay, they know how much I’m spending and on what, so it’s a very simple but effective value adding service. Similarly, when I was a one-man-band contractor (like over 3 million others in the UK) I spent £125 per month for an accountant. How many of these potential 3 million plus customers wouldn’t switch if a SME business bank account offered to automate their accounts creation? The bank has all the information and should easily be able to derive the context of the expenditure or prompt via the website or their app for this to be added where there’s doubt (it’s not as if there’s lots of transaction) and by integrating a simple accountancy engine, the bank could spit out the annual accounts and tax return. Add in connectivity to GOV.UK/Verify as Barclays have and there’s no reason it couldn’t submit them for you on your behalf as well.

    Neither of these ideas are difficult or ground breaking but I was faced with a sea of blank faces when presenting them. Rather than UK banks spending over £400m trying to convince customers to switch with cash incentives, how about giving customers a real reason to move (or stay put). By truly thinking digitally and outside of the bank? Then simple and compelling offerings can be created that will fight off the threat of the aggregators and . If you’re not thinking in this way then it doesn’t matter how good the user interface becomes or how many keystrokes you remove from the application process. You’re not going to prevent a flash aggregator post PSD2 making your hard work redundant.

    Banks need to think not just about cost savings or application dropout (as important as these things are) but also about how to turn the customer and bank engagement relationship from transactional to a valuable daily experience. This means not just replicating what is done in the branch but offering a whole new set of services that may only bring value to the customer and no additional revenue to the bank. But in doing so the banks will have market differentiation and create real benefit for their customers. This, I believe, is the only way to maintain any control over the user engagement channels and not relinquish it to the aggregators but to do so takes a real commitment to thinking right outside the bank.


    [linkedinbadge URL=”https://www.linkedin.com/in/fegan” connections=”off” mode=”icon” liname=”Gary Fegan”] provide Financial Services Solutions at Fujitsu Digital, and this article was originally posted on linkedin.

     
  • user 6:00 am on July 24, 2016 Permalink | Reply
    Tags: , d+h, , , , , technology   

    Lloyds Banking Group Selects D+H for White Labelled Bacs Payment Solution [PR] 

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    London, July 21, 2016, CNW –  Corporation (TSX: DH) (“D+H”), a leading provider of solutions to financial institutions globally, today

    announced that Banking Group has selected its Bacs payment service to optimise Direct Debit and Direct Credit processes. The D+H solution, which is being white labelled by the bank, will enhance the suite of payment solutions available to its UK clients.

    As an integral part of its strategic investment in digital services to meet more of their clients’ needs and build stronger client relationships, Lloyds Banking Group sought to provide new payment services to enhance clients’ payables and receivables processes. The bank will initially offer the D+H-powered Bacs capabilities to small- and medium-sized enterprises and mid-market clients, but the solution can scale easily to meet the needs of any global transaction banking/large corporate bank client. The solution will provide the bank’s clients with Direct Debit and Direct Credit connectivity, automated retrieval of Bacs messages, a full service Direct Debit management suite, integration with clients’ ERP systems, and ease-of-use with minimal training required, among other features.

    Lloyds Banking Group selected D+H’s Bacs payment service because it met all of the bank’s requirements including quick time-to-market, resiliency, and proven disaster recovery and business continuity capabilities. The solution will broaden and deepen already strong client relationships and unlock opportunities that could not previously be pursued.

    “There is increasing demand for businesses of all sizes to focus on driving down costs by reducing or eliminating manual processing and increasing cash flow,” said Dyfan Williams, business unit head, D+H. “By providing a Bacs payment service, Lloyds Banking Group is enabling its clients to minimise manual work, reduce costs, and eliminate errors. This level of control and flexibility enables buyers and suppliers alike to take advantage of preferred payment terms, further increase the positive impact on cash flow, and develop strong working relationships.”


    About D+H

    D+H (TSX: DH) is a leading financial technology provider the world’s financial institutions rely on every day to help them grow and succeed. Our global transaction banking, lending, and integrated core solutions are trusted by nearly 8,000 , specialty lenders, community banks, credit unions, governments and corporations. Headquartered in Toronto, Canada, D+H has more than 5,500 employees worldwide who are passionate about partnering with clients to create forward-thinking solutions that fit their needs. With annual revenues in excess of $1.5 billion, D+H is recognized as one of the world’s top companies on IDC Financial Insights FinTech Rankings and American Banker’s FinTech Forward rankings. For more information, visit dh.com

     
  • user 12:19 am on July 24, 2016 Permalink | Reply
    Tags: , , , , , technology   

    Tech Spending at Amex Continues to Climb 

    While the headline out of American Express&;s earnings yesterday was the $ 1 billion of gain from the sale of its Costco Wholesale Corp. credit portfolio, the underlying story &; at least from an innovation perspective &8212; was the continued increase in at the payments giant. records itsRead More
    Bank Innovation

     
  • user 12:19 am on July 24, 2016 Permalink | Reply
    Tags: , , , , , technology   

    Tech Spending at Amex Continues to Climb 

    While the headline out of American Express&;s earnings yesterday was the $ 1 billion of gain from the sale of its Costco Wholesale Corp. credit portfolio, the underlying story &; at least from an innovation perspective &8212; was the continued increase in at the payments giant. records itsRead More
    Bank Innovation

     
  • user 4:54 pm on July 23, 2016 Permalink | Reply
    Tags: , , , , , technology   

    That Banking Moment 

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    Today there are more bankers convinced of the need to transform their businesses than those that are not. This is no small matter as realizing the need to change is half the battle. The other half of the battle is to find the right solutions and implement accordingly.

    In order to find the right solution one has to ask the right questions. I have struggled to find the right framework for these questions until I came upon this article by Scott Anthony.

    Scott outlines three main questions:

    – What business are we in today?

    – What new opportunities does the disruption open up?

    – What capabilities do we need to realize these opportunities?

    Here is my attempt at answering these questions for a Bank.

    – What business is a Bank in today?
    Taking my cue from Scott, I will avoid the obfuscating and basic answers such as &;offer accounts&;, &8220;lends&8221;, &8220;makes payments&8221; which are either based or category based. More abstractly, a bank acts as an intermediary by linking depositors and borrowers. In comes deposits, safely tucked in accounts, out comes loans safely underwritten to borrowers &; or so we hope. This intermediation role creates various benefits: a) spurs economic activity and supports the community in which the bank operates, b) safeguards and protects money entrusted by customers, c) provides access and convenience to money and how it is transacted, d) builds wealth directly (lending activity needs to be profitable) and indirectly (savings, investments). Abstracting further, a bank is in the business of providing trusted services around a customer&;s money. Abstracting even further, a bank is in the &8220;TRUST&8221; business. Do note there is a major difference between being in the money business and being in the trust business. Thinking of being in the money business forces you to think in terms of products and services around how money is stored (checking account), transferred (payments), invested (assets) or lent (loans). The outcome of such a paradigm is to sell products. Such outcome may not have been explicit when operated in small environments, serving defined geographies where the relationship a banker had with his community was the vector that enabled all. This outcome is explicit in modern however. Therein lies the conundrum and the creative/destructive tension. Banks have ended up engaging in the business of selling products that serve a function around money whereas their existential function is to extend and project TRUST. Many pundits have recently declared banks need to be less product centric and more customer centric as a result of this tension. I agree and will unequivocally and irrevocably state that a Bank needs to reclaim and redeploy TRUST. Without trust, there are no bankers. Without trust there is no bank.

    – What new opportunities does the disruption open up for a Bank?
    In an era where new ways to invest, underwrite risk, lend, transfer money are being rolled out, all of which necessitating less knowledge centralized in an individual&8217;s brain (a banker) or an organization (a bank),  where the way we spend our time and our money occurs less within the constraints of the physical world and more via digital means; a Bank is rapidly finding itself threatened and ultimately disintermediated as an agent handling our money. We also live a paradox where we do not &8220;like&8221; our Bank &8211; we spend less and less time in contact with its employees or its branches and we profoundly dislike the excesses of some bankers and the opacity, applicability or utility of many banking products &8211; while we &8220;like&8221; our new sacred cows &8211; we spend more and more time on our beloved social media apps, marketplaces, social messaging apps, social gaming apps, business apps &8211; yet we TRUST our Bank more than we trust our new sacred cows. Lonely is the pundit advocating we store our money with Facebook or the customer ready to do so. Banks have so far treated this phenomenon as an existential threat. I posit this phenomenon is actually an opportunity. A major opportunity.

    As a result of our digital engagement we have experienced an explosion in the amount of data we generate. We are drowning in data and metadata. Our identities have multiplied to the point where our confusion about their management is only surpassed by the threats we face every day from hackers. Whereas software and hardware are the vessels, arteries and vital organs of any functioning business, data has become its lifeblood. The second coming of artificial intelligence will only further the point I want to make: Data has become an asset class and will become more and more valuable, unlocking a multitude of values we cannot begin to imagine today, for us and those we engage with.

    Tying TRUST and DATA together, I come to the inevitable conclusion that today&8217;s opportunity for a Bank is to provide TRUST services around its customers data. Data is what you do, who you are and how you evolve today. It will be what you monetize tomorrow. So far, we, the real owners of data, have been cut off from its monetization, with consent &8211; engaging in a quid pro quo with a social network &8211; without consent &8211; with little control over how one&8217;s data is used to price a loan for example.

    Let&8217;s imagine a Bank offering its clients a master account, part checking account where a client will entrust money, part data account where a client will entrust data. Let&8217;s further imagine this Bank will monetize the data residing in the data account and &8211; much like with different flavors of traditional bank accounts &8211; will offer a cut off the revenue generated. Little to nothing if the customer consents to narrow use cases, narrow data sets or anonymized data. Much more if the customer consents to wide use cases, wider data sets or personalized data. Let&8217;s further imagine this Bank will also provide services around a customer&8217;s identity: verifying one&8217;s identity based on the requirements of third party services, individuals or entities. Imagine that and you have imagined a Bank reinventing its core tenet, TRUST in the age of DATA and IDENTITY. In a subtle way, this reinvention is akin to a Bank finding back its original roots. Indeed, an old school banker was entrusted with his customers data when interacting with them in the community. The data resided in the banker&8217;s head, shared only because of the trust factor. Tomorrow, the data will reside in the cloud, protected by one&8217;s Bank, with a trust factor.

    To convince you further of the validity of such a thesis, consider what the likes of Google, Amazon or Facebook are interested in? Are they rushing to obtain a bank license to handle money or are they focusing on harnessing the power of data? I will leave you to answer this question on your own and ponder the competitive pressures banks are and will face whether they choose to own and manage trusted data or not.

    The other major opportunity I see for a Bank resides with the ability to orchestrate a value chain &8211; instead of the old paradigm of owning the entire value chain. I analyzed this opportunity in previous post. The concept of Bank as a Service, Bank as a Platform, the Platformification of Banking is slowing taking hold in the ecosystem. A few startups have capitalized on this trend already, a few Tier 1 Banks have made preliminary moves. I do not pretend there will be only one new Banking reality of course and some banks will not chose the &8220;value orchestration&8221; path. What I am convinced of is that &8220;value orchestration&8221; is a major opportunity. The shear amount of data and transactions we are and will continue to generate within the context of heterogenous and diverse technology ecosystems we elect to engage with requires a new breed of Banks adept at organizing, servicing, facilitating and sharing work flows and processes across a financial services value chain.

    So far we see several trends unfolding: a) the buildup of an ecosystem of startups, b) the strong gravitational pull of social networks + messaging apps (soon to be joined by the full force of AI powered chatbots) exercised over our daily attention, c) a secular trend towards peer to peer relations or horizontal networks (sharing/renting economy, , cryptocurrencies&😉 d) the resulting arms race all banks have undertaken to digitize their customer touch points.

    This arms race is the result of the mistaken assumption that retaining customer attention by owning it fully is the main way to continue delivering value creation. I am not convinced and even if I were, competing for attention against nimble upstarts, savvy tech giants or the secular horizontal network trend is a strategy I do not like the odds of &8211; few banks will survive doing so. Rather, refocusing one&8217;s strategy on value orchestration to facilitate and enable the seamless inclusion of financial services conversations where we spend most of our time, the new nature of the transactions occurring during these conversations and their seamless operational orchestration and provisioning seems to be a much more fertile ground to mine.

    We have yet to see a Bank owning the &8220;value orchestration&8221; mantle. I believe that will change soon. How soon? Within less than 5 years is my bet. I am convinced this will happen because the Internet has fundamentally altered the way we can do business. Achieving near zero marginal cost of delivering any product or service will occur in every industry. I am convinced this has not happened yet because the financial services industry is unique, complex and heavily regulated.

    If you think that only large banks can and will capitalize on the &8220;value orchestration&8221; opportunity you are wrong. In my view, although there will be few &8220;value orchestration&8221; or platform owners, there will be many smaller banks that federate and participate as platform partners. Further, if you think this platformification may lead to what I refer to the &8220;dumb pipes&8221; syndrome, you are wrong again. The age of dumb pipes is long gone, smart pipes is what you need to think through and digest &8211; the variety of services at both end of the pipes and within the pipes themselves is underestimated by many.

    A more appropriate concern is how will disruption and the resulting opportunity of &8220;value orchestration&8221; impact the direct relationship a Bank has with its customers? Will that relationship be maintained, shared or broken and to what extent? Could we see &8220;Intel Inside&8221; models emerging, capitalizing on implicit trust and technology prowess augmented by value orchestration without the necessary immediacy of a direct to consumer experience?

    – What capabilities does a Bank need to realize these opportunities?
    I will limit myself to a high level analysis.

    First, let&8217;s rifle through some important existing capabilities.

    a) Regulated and Licensed: Although viewed as a constraint by some, I view these as assets. The trick will be to educate regulators as to the need for innovation. Different licenses will be needed, changes to existing licenses too. Different regulatory frameworks will need to be adopted.

    b) Security, Cybersecurity, Authentication, Authorization, Identification: Banks invest heavily in these area. Again they shall need to add new technologies to the mix, which they are already in the process of doing. I would not be surprised to see a Bank acquiring a cybersecurity firm for example. Core competencies need to be brought in.

    As for some of the new capabilities.

    a) UX/UI: We are now used to sleek experiences and interfaces in our digital & data worlds. Nothing short of closing the gap and excelling is acceptable for a Bank going forward. I view this capability as core actually. I would advocate acquiring best of breed UX/UI practices, hiring leading designers. That capability, that talent needs to be acquired and treated well as it will be too time consuming to grow it internally.

    b) Data Analytics: If your business is TRUST + DATA, you better be good at analyzing the latter to back up the former. Certain banks already have data science talent in house and are uniquely positioned to understand their own as well as their customers&8217; data. Still more needs to be done. I can see home-growing talent into specialized units, even spinning off these units to better grow them &8211; at least one bank has done so I believe &8211; or acquiring best of breed startups.

    c) Artificial Intelligence: Arguably a wide field. There is an arms race going on. Google, Facebook, Amazon, Apple are snapping up talent in the US and I am sure European companies are doing the same in their respective countries. In a way AI and Data Analytics are intertwined, thusly AI is as important when one is dealing with data. Again, acquire!

    d) Cutting edge Technology: One need not acquire all cutting edge technology capabilities (cloud, blockchain, quantum computing, AR, VR, IoT, API&8230;), partnering will do for most, understanding, mastering and managing is a must though. To be fair, many banks have started learning and closing the gap here.

    e) HR Skills: Hire, hire, hire from outside banking to acquire mindsets that live and breathe either data or complex networks&8230; technologists, executives familiar with platform strategies, data experts, software entrepreneurs, p2p and/or network specialists, experts that understand and study the emerging properties of large systems (biologists, behavioral scientists&8230;) . Basically, hire less bankers, more non-bankers.

    If the above spurs your imagination, please share other opportunities you may find attractive, as well as capabilities I have not thought of.

    FiniCulture

     
  • user 3:35 pm on July 22, 2016 Permalink | Reply
    Tags: , , , , Disruptor, , , , , technology   

    UBS Exec: Blockchain ‘The Biggest Disruptor Since The Internet’ 

    will cause major disruption in the enterprise stack, sparking a dramatic shift to distributed computing environments with the &;value web&; becoming a massive peer-to-peer network, according to UBS&;s former Group CIO and Group Managing Director, Oliver Bussmann.

    Qualified as &8220;the to industries the introduction of the ,&8221; blockchain will trigger a new wave of disruption in the software business. This will push enterprises to change their approach to IT while opening up new opportunities for technology companies, new entrants and blockchain experts in delivering the right products and services to meet specific needs, according to Bussmann.

    &8220;The fact that so many established players see such potential for disruption up and down the stack just confirms me in my belief that broad-based transformation is coming,&8221; he wrote in a recent blog post.

    UBS, a member of the world&8217;s largest blockchain consortium of over 40 and financial institutions, has been at the forefront of exploring blockchain technology, launching in 2015 a blockchain research lab in London.

    In June, the Swiss bank unveiled it has applied for a US patent for an innovation that allows participants in a blockchain-powered market to remain anonymous, according to a report by the Financial News.

    The technology is among the numerous prototypes that are being developed at the bank&8217;s London innovation lab.

    In January, UBS released a whitepaper that echoed the main theme of this year&8217;s World Economic Forum Annual Meeting in Davos, Switzerland. Titled &;Extreme automation and connectivity: The global, regional, and investment implications of the Fourth Industrial Revolution,&8217; the report addresses the technologies that will likely reshape the global economy and the consequences of extreme automation and connectivity on nations, businesses and individuals.

    UBS Fourth Industrial Revolution report Davos 2016

    Defined as &8220;the ultimate product of extreme connectivity,&8221; blockchain technology &8220;could benefit firms that use them to automate processes securely, to cut out costly intermediaries, and to protect intellectual property,&8221; the report says.

    In the banking industry, blockchain technology could prove &8220;a double edged sword&8221; that has the potential to boost profitability by allowing for desintermediation and help banks save up to US$ 20 billion annually on infrastructure costs.

    &8220;Since blockchain transactions can be processed in as little as 15 seconds, extreme connectivity shortens this process, freeing up capital for trading, investment, and other purposes,&8221; the report says. &8220;While near real-time settlement would be good for bank clients, it could possibly reduce intra-day liquidity for banks since end-of-day settlement gives them access to capital for longer.&8221;

    In the insurance business, blockchain technology could allow policies to instantly pay claims based on preset information from trusted third party. Lloyd&8217;s of London has been exploring blockchain technology to reduce friction in the insurance industry. In March, SafeShare partnered with Vrumi to launch the world&8217;s first blockchain insurance solution for the sharing economy. Vrumi connects people seeking affordable workspace to householders. The new insurance product utilizes a blockchain created by Z/Yen Group to confirm counterparty obligations.

    Beyond financial services, blockchain can revolutionize supply chain transparency. Physical assets can be registered in a blockchain. This would typically involve virtual tokens representing underlying assets. In this scenario, the ledger can be used to track the movement of goods, providing a highly secure supply chain management system that is resistant to fraud. London-based Everledger uses blockchain technology for diamond certification and related transaction history, providing insurance companies, owners, claimants and law enforcement with a permanent ledger.

     

     

    The post UBS Exec: Blockchain &8216;The Biggest Disruptor Since The Internet&8217; appeared first on Fintech Schweiz Digital Finance News – FintechNewsCH.

    Fintech Schweiz Digital Finance News – FintechNewsCH

     
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