The power of

data-driven asset
management
Propelled by the power of data to accelerate
transformation with AI, analytics and cloud
THE STAKES
Yet, if you asked asset managers if their firm is truly data-
driven—if they can turn their data into an asset to achieve a
competitive edge—only a few would say yes. In fact, according

ARE HIGH
to Accenture research, 66 percent of asset managers say that
data management at their company needs to be completely
disrupted.1

IN GETTING
Where are firms struggling regarding data?

DATA RIGHT
In our work with asset management clients, we see
some or all of the following:

Data fragmentation and disparate versions

of “the truth”
Many asset management firms need a “data
reinvention”—developing the ability to analyze vast
amounts of data, sometimes in real time, to fuel growth Proliferation of data sources
and product innovation and deliver world-class customer
service. The stakes are high in getting data right. Rising costs of data management

Lack of an enterprise data strategy

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 2

Transforming data into a Build a strong data
foundation
differentiated asset for the
long term requires a focus
Create an effective data management program,
which includes data governance, data quality

on three interrelated
and master data management; technology
platforms and data architectures; and data

actions across business,

supply chain management.

technology and people: Harness advanced

technologies
Use artificial intelligence (AI), machine learning
and analytics to glean critical insights from data.

Create a data-driven
culture
Manage the people and cultural dimensions of
advanced data management.

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 3

Building a
strong data
foundation
A strong data management program is
key to transforming data into an asset and
successfully delivering on a firm’s goals
and complex projects.
Whether asset managers are transitioning 01 Data governance
their entire operating model for
investment accounting or keeping pace 02 Master data management
with changes in the industry, they may
find themselves struggling to deliver
03 Data quality and veracity
projects on time with the expected
business value because they lack a
comprehensive data management 04 Technology platforms
program.
A firm’s data foundation is critical to facilitating data- 05 Data architecture
powered business use cases and realizing tangible
business value. Data supply chain
06
management

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 5

01 Data governance
Asset managers often struggle to take Data governance requires coordination across organization,
a firmwide view of data, so their data process and technology:
management approach supports only
specific, non-integrated requirements. ORGANIZATION: end-to-end data lifecycle from initial
That approach creates a siloed It starts at the C-level, but structurally it data capture to the delivery of
understanding of data which then is important to create a data council—a analytical views where data has been
causes a fracturing of the data formal governing body maintaining a normalized to support an enterprise
structure and differing points of view cross-domain perspective that guides view of the asset.
on reporting requirements across the firm’s data strategy. Particular roles
functional domains. are also important, including data TECHNOLOGY:
stewards and business data owners Technologies and platforms enable the
An effective data governance program who shepherd high-quality data assets governance process. Metadata
establishes trusted, certified data for and promote data literacy throughout management and data cataloging
business users. It creates standards for the firm. detect and isolate redundant data and
business data transparency, data identify data flow breakage and data
protection and audit integrity. Asset PROCESS: loss. Enterprise data governance
managers realize the importance of Data governance policies and platforms provide capabilities including
good governance: more than half (55 procedures help establish a policy management tools, data
percent) of the asset managers that management framework, but the glossaries, data lineage capabilities and
Accenture surveyed recently said they process delivers the goods. Process is dashboards/reporting which provide
have a data management initiative organized into operating models which vertical and horizontal views of data.
underway that aims to enhance support business and data
governance and data quality.2 transformation. For example, operating
models which support the complete,

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 6

 One global asset manager wanted to organize for growth by enhancing
BUSINESS CASE its reporting capabilities. Effective data governance was emphasized to
ensure that data being reported was accurate and did not introduce
A DATA reputational risks or the chance of incurring regulatory fines.

GOVERNANCE Working with Accenture, the It achieved a reduction of

AUTOMATION
company established an operational costs and risks by
enterprise-wide data governance establishing common artifacts that
SOLUTION and data quality capability using an
automated solution. The firm
were shared across the
organization. By automating key
improved business decision- manual data integrations, the asset
making because it now had high- manager was able to enhance
quality data and standard efficiency and decrease risk.
taxonomies.

The company achieved a reduction of operational costs

and risks by establishing common artifacts that were
shared across the organization.

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 7

02 Master data management
Master data management (MDM) is a Transforming data into an asset should
centralized and controlled data be focused on having authoritative
aggregation capability that incorporates sources for key data domains in asset

83%
end-user requirements and performs management, namely: account/product,
validations to verify that the data is security, price and index/benchmark.
trustworthy and fit for purpose. Security reference data or “security
master” defines the investments
Accenture cross-industry research themselves and facilitates the
found that 83 percent of companies
Accenture cross-industry
communication of discrete assets
don’t have enterprise-wide, multi- internally as well as with the market and research found that 83
domain MDM, while half of respondents third parties. percent of companies don’t
don’t regularly reassess and update their have enterprise-wide, multi-
data governance process definitions.3 Leading practices suggest that asset
managers should ingest any shared data domain MDM, while half of
For the asset management industry, centrally for all data consumers and respondents don’t regularly
having an MDM strategy and the ability organize it by domain to create a final reassess and update their
to change master data centrally can and complete master record. This allows
allow firms to adapt with minimal impact for multiple efficiencies in data
data governance process
during project implementations. acquisition, validation and enrichment. definitions.3
Ultimately, all sources are normalized
and consolidated into a single, standard
model that meets all data consumers’
requirements.

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 8

03 Data quality and veracity
+80%
The ability to measure the quality of Data quality is intertwined with data
data across the enterprise can be a governance. The data governance
challenge for asset managers. Across program supports the enterprise in
industries, data scientists spend over making a firmwide commitment to set
80 percent of their time preparing and up and maintain a data quality
scrubbing data to make it fit for use for framework. Establishing this capability
analytical purposes.4 creates trust among users that the data Across industries, data
they need has been validated and is fit scientists spend over
Establishing master data management for their business purposes.
goes a long way, but implementing a
80 percent of their time
data quality validation approach It allows data consumers to focus on preparing and scrubbing
enabled by technology and business their core competencies and not feel data to make it fit for use
processes is needed across the data the need to create shadow data for analytical purposes.4
ecosystem. A comprehensive set of management teams to support their
data validations, applied at integration business requirements.
points and within repositories, can
provide end-to-end assurances. The
remediation of data quality issues and
communications based on service-
level agreements is critical.

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 9

03 Data quality and veracity
When it comes to data quality, the Because different data consumers
goal is data veracity. require distinct levels of data quality,
a veracity framework needs to
“Veracity” refers to the state of data support a multi-level certification
quality in terms of what is fit for process. These certifications should
Transparency is required to
purpose and ready for the data be communicated to data achieve trust. Without
consumer. With veracity, you pull consumers via metadata or data transparency, data
together all aspects of data quality consumption services. Transparency consumers would devote
to decide whether the data can be is required to achieve trust. Without
released or not. transparency, data consumers unnecessary time to
would devote unnecessary time to individually acquiring and
individually acquiring and revalidating data.
revalidating data.

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 10

04 Technology platforms
Many asset managers’ system One lever for potential cost savings This shift towards “as a service”
infrastructures have aged to the and capability enhancements is offerings demands more efficient
point where they cannot easily outsourcing or buying a service and scalable data integration
support new business goals. from a third party. The work taken technologies, including the use of
on by a managed services provider cloud.
Across the asset management is typically lower-value commodity
industry legacy, inflexible work, which means that the firm can
technology stacks (on-premises maintain core competencies in-
databases and software installs, for house.
example) are common. Legacy
systems and data issues can hinder
asset managers’ time to market,
operational readiness with new
products and their capabilities to
integrate new third-party data
sources. To remain competitive and
reduce costs, firms should establish One lever for potential cost savings and
a modern technology platform. capability enhancements is outsourcing or
buying a service from a third party.

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 11

The cloud is Modernizing the enterprise
data warehouse
A more dynamic operational
environment
increasingly the “Modernization” in this case means Enterprise-strength offerings (trading, middle
choice for a accelerating the ability to capture, curate
and publish data for operational and
and back office) are now available via SaaS,
paving the way to future rationalization at a
technology analytical reporting purposes. It also means
quickly scaling up and governing exploratory
lower cost.

platform. data science environments against high

volumes of structured and unstructured
Sustainable cost reduction
data—something that can be laborious and Cloud-based shared services accessed on a
Data on the cloud is driving inefficient in traditional data warehouse pay-per-use basis can help reduce costs by
business and technology environments. breaking down existing vertical silos and
transformation for asset facilitating more effective enterprise data
managers in several ways: More demanding transformation.
customers
Smarter and more sophisticated
Cloud-based customer relationship risk management
management solutions can boost efficiency
and effectiveness, assist institutions in Cloud-based risk management engines are
managing client relationships more available on a pay-per-use basis. The
effectively, and create one central repository scalability of on-demand, cloud-based
of client relationships and contacts. offerings makes them well-suited for large,
complex and resource-intensive risk
calculations.

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 12

 One asset manager initiated a transformation program to outsource its
BUSINESS CASE accounting services for its institutional and mutual funds to multiple service
providers. The firm’s accounting system was used as a quasi-data-warehouse
EXECUTING A with no governance over data consumers’ access.

SUCCESSFUL A cloud-based data hub was selected guided the ingestion of data from the

OUTSOURCING
to insulate consumers from the product master, security master and
conversion effort and aggregate both multiple accounting sources. It
PROGRAM legacy and service provider data
domains for downstream consumers.
assessed and rationalized consumer
needs to develop business and
WITHOUT In parallel, a global data management technical requirements for

DISRUPTING operating model was deployed to

achieve standardization and meet the
outsourcing partners across all data
sets. The firm also identified risks and
THE BUSINESS demands of data consumers. proposed solutions for the
normalization of data across different
Working with Accenture, the company fund structures and accounting
documented requirements and sources.

A cloud-based data hub was selected to insulate

consumers from the conversion effort and
aggregate both legacy and service provider data
domains for downstream consumers.

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 13

05 Data architecture
Beyond platforms, data architecture is The data architecture is a critical part
a fundamental component of the of the overall data foundation.
overall data strategy. Changing it on the fly, while
continuing to run the business, is
According to Accenture cross- challenging. The data architecture
industry research, 71 percent of data should be flexible and extensible.
management high performers focus
on data architecture to handle large

71% 50%
data volumes while still adhering to
industry standards. Just 50 percent of
data management lower performers
can say the same.5
of data management Just 50 percent of
At many companies, as data grew in
complexity and scope, different
high performers build data management
functional groups would just build data architectures that lower performers can
something they needed in the short can handle large data say the same.5
term without thinking about long-term volumes while still
integration. In such an environment,
bringing the architecture up to date adhering to industry
requires significant work. standards.

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 14

 One firm sought to create a plug-and-play acquisition capability to align data
BUSINESS CASE and investment lifecycles with technology and operating models. Its
immediate challenge was that different business domains within the company,
SPEEDING TIME each with competing data priorities, had created their own data solutions.

TO VALUE FOR Rapid business growth—including Working with Accenture, the company

MERGERS AND
ongoing M&A activity—had led to created an enterprise-wide data
redundant systems, fragmented data, program by standardizing and
ACQUISITIONS suboptimal operating models and a
poor user experience. The company
governing its data and developing an
enterprise data architecture. It
found itself in this position despite defined and executed on business-
concerted—and sometimes driven initiatives to help executive
expensive—programs to address its leadership advocate for the strategy,
data challenge: an enterprise data and better facilitate acceptance of the
lake, modern governance tools and change by the business and
efforts to harness technologies like AI technology teams.
and analytics.

One firm’s immediate challenge was that different

business domains within the company, each with
competing data priorities, had created their own
data solutions.

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 15

06 Data supply chain management
Advanced asset management firms support future use cases like flow Establishing a supply-chain-driven
are increasingly executing their data insight, money in motion and cross- data foundation helps firms move
strategy through managed data sell. Integration of new data into the forward confidently with disruptive
supply chains to handle front-to- data ecosystem and the ongoing capabilities and quickly ingest
middle and middle-to-back maintenance of integrated data external data sources to proactively
data flow. flowing through the supply chain is put forward new use cases.
then handled as business-as-usual
Data supply chain management execution. The key is to advance the
brings together data governance, foundational framework by just the
master data management, data In asset management, we know that right measure. Then you can iterate
quality and veracity, platforms and a supply chain requires a to increase the maturity of advanced
architectures through a data coordinated effort to source and run capabilities such as embedding
delivery operating model that plans data through the firm’s key systems. analytics into real-time decision-
and governs sourcing and making processes across the front,
consumption strategies. Today, the speed, agility and scale middle and back office.
provided by the new on-premises
The data supply chain subscribes to and cloud vendors are helping to
the principle that analytics can be support simplification of data flows
delivered faster and solidifies the and planned data flow architecture.
foundational data ecosystem to

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 16

Harness
advanced
technologies
Make data work for your business
by bringing together AI, analytics
and machine learning to drive
transformation.
The connection between Firms should be able to connect the dots between insights
and technologies, have a broad vision on how to apply them

data, AI and transformation and ensure end-to-end integration.

needs to be clear because, Asset management firms’ ability to use emerging

technologies like AI and machine learning at scale, and to

when it comes to innovation, leverage new sources of data, are key to increasing
efficiency and driving innovation and growth.

it’s not enough to have the Firms have begun to apply advanced technologies in their

right tools and technologies.

businesses, but many asset managers have not yet realized
the full potential of those technologies. Despite investing in
data, they might not see a sufficient ROI when it comes to
using that data to serve up the right product at the right
time to the right customer.

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 18

Achieving that kind of intelligent product We will look at three advanced technologies:
delivery would require a more significant
investment and strategic scaling to bring
the full power of new data and AI to your 01 Analytics
organization.
02 Machine learning
This would require a platform with a flexible architecture
supported by a marketplace of capabilities that can help
03 Artificial intelligence
firms scale as well as pivot quickly in response to a
rapidly changing world and evolving demands.

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 19

01 Analytics
Analytics is an “in” topic these days unreadable data sets, helping them
in asset management, but few firms to feed their analytics and research
are really leveraging its full value. In platform to experiment and validate
fact, according to cross-industry investment ideas. Use-case-focused
Forrester research, between 60 and analytics applications and
73 percent of all data within an implementations can help firms
enterprise goes unused for make investment recommendations
analytics.6 and decisions.

At their best, however, analytics

technologies and capabilities are
revolutionizing how asset managers
60% -73%
conduct research and assess alpha- According to cross-industry Forrester
generation opportunities.
research, between 60 and 73 percent
These advanced technologies are of all data within an enterprise goes
allowing managers to access unused for analytics.6
previously unattainable or

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 20

Consider the use of analytics in the following asset management contexts:
Customers’ needs can be inferred by analyzing their offline Analytics improves sales and distribution capabilities.
and digital footprint captured across a variety of sources.
Asset managers can develop deep insights around investment
For any company or customer, investment managers can create an patterns and pricing analytics based on customer behavior,
“analytics record” made up of: transactions and redemption analyses.

•  xternal data: fund flows, fund performance data, survey data,

E Obtaining richer client insights and having the ability to predict
interactions data via social media potential asset shifts allow for more targeted delivery of products to
address a client’s needs. A deep understanding of the sales
• Internal data: assets and transactions, portfolio composition, workforce can also be developed to promote high performers and
performance and volatility preempt attrition.

• Proprietary data: capabilities of iSentium and Ravenpack, for example

Key signals can be extracted via online news from multiple sources. Monitoring for compliance and risk can also be transformed
These signals can include business risk, credit ratings, debt by analytics.
transactions, executive changes, financial filings, legal issues
and more. Multiple data sources can be leveraged to drive trade surveillance
through identification of new trade patterns, sales practices and
trigger/alert rationalizations.
Companies can assess brand value by mining consumer data
related to affinities and brand usage to help understand and Fund surveillance benefits from analytics by facilitating the ability
measure brand sentiments. to perform liquidity checks under regulatory guidelines, supported
by trend analysis through modern reporting practices.
Analytics can help probe trends of key financial ratios such as
profitability, liquidity and market, and can also analyze changes in a Employee activities can also be monitored to highlight anomalies
prospect’s composite risk score. across personal investments, gifts and entertainment and
compliance reviews.
Finally, in the investments area, analytics can aid alpha generation
and research.

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 21

02 Machine learning
Although we often think of machine highlights what it thinks are other If you define security ID one way in
learning in the context of performing security IDs or date fields and asks, one field, it can identify other fields
modeling and predictive analytics, in “Would you like to apply these rules to that appear to be a security ID and
fact it is being increasingly used in these 150 different elements that we ask, “Should we apply the business
the data management space to help found across the warehouse?” That metadata to these fields and link it to
clean up data by conforming and can accelerate the process of the model?” That’s where firms can
normalizing it. disseminating and applying data start getting acceleration and scale.
quality rules against a larger breadth
Rather than doing such clean-up and volume of data. You can use just a few people for
manually, machine learning helps activities that might have required a
accelerate the process. Suppose you Consider also the process of data couple dozen people just a few years
find a business rule against a security conformity. To get data right to ago. Others can be freed to perform
master ID or a date and apply that to support analytics, you should define higher-value work.
one field. In the manual world, you it. But different lines of businesses
would have to look at every field and can use different names for the same
define the rule that’s appropriate. thing. Machine learning can help you
Machine learning helps you look at align and conform data to an
how you’re applying a rule to a certain enterprise view.
kind of data, then goes out and

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 22

02 Machine learning
Machine learning presents a Think of customers and their basic
tremendous opportunity to discover marketing demographic information—
“hidden signals” generated by age, marital status, income and
customers in their digital interactions. occupation. Now add data that provides The key to unlocking
insights into the customers’ life stage value from broader
The key to unlocking value from broader and their digital behavior to round out
data sources is creating a 360-degree their “external data”-based profile. This data sources is
view of customers, combining first- may tell you that the individual makes a creating a 360-degree
party data with external third-party comfortable income and is a digital view of customers,
data. This third-party data is constantly superuser.
evolving and expanding its reach across
combining first-party
the end-customers’ digital interactions That’s helpful, but the ability to deliver data with external
to include sources like social media and the “right message placed at the right third-party data.
geospatial data. time through the right channel” comes
from contextually engaging the
Machine learning can help drive customer based on their geo-location,
predictive marketing and create highly online browsing and app installations.
contextualized client experiences. Once engaged, now the zero moment
Machine learning combined with new of truth can be created through a
customer analytical records can result display ad, followed up with a call to
in predictive models for precision action for the customer to open an
targeting, including not only account or create a systematic
acquisition, but also cross-sell, retention investment plan (SIP) on an
and risk-of-redemption. existing fund.

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 23

03 Artificial intelligence
70%
AI can enhance the investment decision process by
acting within parameters designed to identify buy/sell
opportunities and populate trade orders within order
management systems based on criteria that align with
the investment strategy of the portfolio. Accenture research found that 70 percent of
AI is revolutionizing how asset managers conduct
operations leaders expect AI to deliver the
research by providing a platform by which to next wave of cost reductions to the asset
experiment and validate investment ideas. management industry.7
Firmographics and recent investments in new
technology (e.g., blockchain) or growth trends can be
integrated into an insight platform. Multiple
unstructured sources of external data can be Even though AI streamlines and expedites the
combined to enable portfolio discovery and alpha identification of investment opportunities, portfolio
generation. Corporate signals based on news feeds, managers’ primary responsibilities should continue to
or consumer data related to affinities and brand focus on portfolio analysis. The introduction of AI and
usage (e.g., surge in complaints on social media intelligent analytics helps portfolio managers to access
about a product) can be curated and, with the more accurate data faster to execute investment
application of natural language processing, more decisions. The combination of human and machine
effectively measure and understand brand sentiment. decision-making about investments could reduce
timeframes from hours to minutes.
These AI capabilities can reduce costs as well.

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 24

Managing a data-
driven workforce
and culture
New mindsets and ways of working
are prerequisites to success and
should not be thought of only late in
the transformational process.
Becoming truly data-driven requires asset managers to
successfully manage workforce and culture change
As we look toward the future, successful 75% of respondents identify
firms will likely be those that are agile investment operations domain
Failure to anticipate the and can quickly adapt to technology knowledge and problem-solving skills
effects of change might innovations and market infrastructure as the qualifications most in demand
developments. at their firms today.
delay the business case and

65%
the data program itself. This speed of innovation makes having a
strong change management program
more important than ever.

Managing evolving skillsets is another Five years from now, however,

imperative.
65 percent of respondents
One Accenture survey in the asset believe that data science and
management industry found that: technology development
capabilities will be most
in demand.8

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 26

What`s
next?
Planning and managing your
data-driven journey
The basic coordinates of the journey to becoming
data-driven may be similar for every firm, but
different asset managers begin from distinct
positions. We speak about the next steps for an asset
manager in terms of three stages of a journey, with
the goal of leapfrogging to stage three and
becoming a data-driven firm.
The steps to transformation
Proof of Concept Factory Data as Capital Data-Driven Reinvention
Firms at this stage are focused on creating Companies that have moved beyond the The firms most advanced with their data
compelling proofs of concept for data-related proof-of-concept stage have probably strategy enjoy several advantages including
initiatives. However, some may get stuck with started implementing initiatives like the ability to fuel innovation and business
isolated initiatives that do not gain support or centralization of architected data and models in a post-digital world, infuse data
are never scaled. Because of these deficits, analytics platforms, or evolution of and AI into business processes and reinvent
firms typically execute small, bottom-up enterprise data management and the data culture of the enterprise.
initiatives that fail to deliver on a broader governance capabilities. C-level (CEO, CIO)
strategy. sponsors are ready for the next stage which As they refine their data strategies and
is exploitation of data as capital. ability to harness emerging technologies,
For these companies, some of the most these firms should focus on:
immediate to-dos include: These firms are ready to take advantage of
a new data organization from the top-down •  lotting a value-creation-driven approach
P
• Align executive sponsors with the goals and so they can: to data capital.
potential benefits of the data strategy.
•  se analytics to solve larger problems
U •  upporting the living process such as
S
• Formally agree on a strategy that with 3X to 5X ROI. constantly sensing events in the market
incrementally leads to reinvention of the data and using them in a predictive manner.
organization. • Establish a data supply chain for
continuous delivery of business data • Fostering data experimentation to drive
• Ensure that key principles—including agility, requirements. new products and profitability models.
scalability and continuous delivery—and
consolidated business requirements are •  nsure that governance and data quality
E
formalized. are linked to key data assets that make
up the data capital of the firm.

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 28

References
1
“Reinventing operations in asset management,” Accenture, 2019.
2
“Reinventing operations in asset management,” Accenture, 2019.
3
“Closing the data-value gap,” Accenture, 2019.
4
“What Data Scientists Really Do, According to 35 Data Scientists,” Harvard Business Review, August 15, 2018.
5
“Closing the data-value gap,” Accenture, 2019.

References
“Underuse of analytics could be costing organisations millions,” CEO magazine, April 2, 2019.
6

7
“Reinventing operations in asset management,” Accenture, 2019.
8
“Reinventing operations in asset management,” Accenture, 2019.

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 29

Contacts Contributors
Mike Kerrigan Andrew Pelissier
Managing Director – Asset Management Practice Lead Senior Manager – Asset Management
[email protected] [email protected]

James Petitto Michael Jackson

Senior Manager – Asset Management Managing Director – Asset Management
[email protected] [email protected]

David Nolting Bill Beaulieu

Senior Manager – Data & Applied Intelligence Senior Principal – Asset Management
[email protected] [email protected]

Darrin Williams
Managing Director – Applied Intelligence
[email protected]

Keri Smith
Managing Director – Applied Intelligence
[email protected]

THE POWER OF DATA-DRIVEN ASSET MANAGEMENT 30

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