Onboarding: Difference between revisions

no edit summary
No edit summary
No edit summary
Line 1: Line 1:
{{a|devil|}}The process of getting a client in the door and set up.  Depending on what your client wants to do once she has made it aboard, this generally has a number of stages — in the argot, [[milestone]]s, such as:
{{a|devil|
[[File:Onboarding.jpg|450px|thumb|center|An unsinkable [[master agreement]], yesterday.]]
}}The process of getting a client in the door and set up.  Depending on what your client wants to do once she has made it aboard, this generally has a number of stages — in the argot, [[milestone]]s, such as:
*[[KYC]]: all customers have to experience the rubber glove of AML procedures
*[[KYC]]: all customers have to experience the rubber glove of AML procedures
*{{cobsprov|Client categorisation}}: A team will have to decide you are [[professional client]]s and send out the relevant [[terms of business]] and disclosures;
*{{cobsprov|Client categorisation}}: A team will have to decide you are [[professional client]]s and send out the relevant [[terms of business]] and disclosures;
Line 17: Line 19:
But, but, but — why must it be that our onboarding process does nothing ''but'' obsess about disaster scenarios? We know of cases where even affiliated broker-dealers have laboured for ''years'' to conclude a simple [[Global Master Securities Lending Agreement|stock lending agreement]]. Entities under common control in the same group.
But, but, but — why must it be that our onboarding process does nothing ''but'' obsess about disaster scenarios? We know of cases where even affiliated broker-dealers have laboured for ''years'' to conclude a simple [[Global Master Securities Lending Agreement|stock lending agreement]]. Entities under common control in the same group.


Every element of it is arrayed ''against'' the client, as if the client is until proven otherwise, a money-laundering dissolute gambler and fraud who will stop at nothing to subvert your legitimate interests in making a fair return out of your relationship.  Now the [[JC]] is certainly not naive enough to think there are no institutions like that in the ecosystem. There certainly are. We assume a broadly Hobbesian view of human nature in the wild. But that is not the point. The point is that, even against such bounders and cads, a mute legal document is no kind of protection. [[Don’t take a piece of paper to a knife-fight]]. Your practical risk is better managed by, well, actual risk management. This is what half of your employees are engaged by the firm to do, after all,
Every element of it is arrayed ''against'' the client, as if the client is until proven otherwise, a dissolute money-laundering gambler and fraud who will stop at nothing to subvert your legitimate interests in making a fair return out of your relationship.  Now, look: the [[JC]] is certainly not naive enough to think there are no institutions like that in the ecosystem. There certainly are. Most of them, in fact. We assume a broadly Hobbesian view of human nature in the wild, and wish others would too. But that is not the point. The point is that, even against such bounders and cads, a mute legal document — espacially one you hammered out nineteen years ago and haven’t looked at since — ''is no kind of protection''. [[Don’t take a piece of paper to a knife-fight]], that is to say. ''Take a knife''. Your practical risk is best managed by, well, ''actual risk management''.  


Intraday risk is best managed by relationship management: margin, credit lines, client communication to ''avoid'' cataclysmic meltdown, rather than by having an arsenal of weapons available to you should that meltdown come about. Think Chernobyl: by the time the core explodes, it’s kind of too late. and intraday risk is best managed by relationship management: margin, credit lines, client communication — to ''avoid'' cataclysmic meltdown, rather than by having an arsenal of weapons available to you should that meltdown come about. Think Chernobyl: by the time the core explodes, it’s kind of too late.
This is what half of your employees — the control function are engaged to do, after all. Let them.


History tells us that a miniscule minority of our contracts will ever come to disagreement, let alone court-inflicted blows.


Intraday risk is best managed by relationship management: margin, credit lines, client communication — to ''avoid'' cataclysmic meltdown, rather than by having an arsenal of weapons available to you should that meltdown come about. Think Chernobyl: by the time the core explodes, it’s kind of too late. and intraday risk is best managed by relationship management: margin, credit lines, client communication — to ''avoid'' cataclysmic meltdown, rather than by having an arsenal of weapons available to you should that meltdown come about. Think Chernobyl: by the time the core explodes, it’s kind of too late.


{{sa}}
{{sa}}
*[[Anti-money laundering]]
*[[Anti-money laundering]]
*[[Negotiator]]
*[[Negotiator]]