Founder and CEO
Revolutionizing the Financial Landscape!
earReaders,
Thedemandforinnovativefintechsolutionsissurgingastechnologyadvancesandconsumer expectationsevolve.Today’suserswantfinancialservicesthatareinstant,personalized,and secure,pushingfintechleaderstothinkcreativelyandadaptquickly
Severaltrendsaredefiningthefintechlandscapethisyear Artificialintelligenceismakingwavesinfraud detectionandsecurity,whileblockchainisenhancingtransparencyandtransactionspeed.Mobilepaymentsand openbankingcontinuetogrow,reshapinghowpeopleinteractwithfinancialinstitutions.Fintechcompanies mustnowblendcutting-edgetechnologywithsimplicitytomeetthesenewstandards.
Traditionalbanking,meanwhile,facesarealchallengeinkeepingup.Asfintechinnovatorscatertoshifting consumerdemands,banksareunderpressuretoadapt.Manyareformingpartnershipsoradoptingtech-driven solutionstostayrelevant,acknowledgingtheneedtoinnovatewithinlong-standingsystems.
Theleadersmakingthebiggestimpactinfintechtodayshareuniquequalities.Resilience,adaptability,anda commitmenttoethicalfinancesetthesepioneersapart.Theybringafreshperspectivethatbalancestechnical expertisewithapeople-firstapproach,guidingtheircompaniesthroughacomplex,fast-pacedenvironment.
Inthisedition,wearethrilledtospotlight“TheTop10Next-GenPioneersLeadersinFintech,2024.”These leadersaren’tjustreactingtochange;they’releadingit,drivingforwardwithavisionforthefutureoffinance.
OurcoverstoryhighlightsNaazScheik,FounderandCEOofSoftPakFinancialSystems.Withabackgroundas aQuantitativeAnalyst,hefoundedSoftPakin1994torevolutionizeportfoliomanagement.Hisflagship product,UREBAL,useslinearprogrammingtooptimizeaccounts,drivingSoftPak’sglobalgrowthand innovationinfintechsolutions.
AlongsideNaaz,thiseditioncelebratesMarcRind,BabuUnnikrishnan,MatthewParker-Jones,andPrema Varadhan,eachofwhomismakingasignificantmarkontheindustry Theircombinedinnovationandexpertise areshapingthenextchapterinfinancialservices.
HappyReading!
Tejas Tahmankar Project Editor
EDITOR-IN-CHIEF
MANAGING EDITOR
PROJECT EDITOR
YASHWANT
PRATIK
CREATIVE
SACHIN KHARAT
VISUALIZER
MARK
GRAPHIC DESIGNER
HARSHADA MALI
AAKASH
ROBERT
RESEARCH
JAMES ADAMS
ADVERTISING
MARIA SMITH
Mirror Review Media & Tech
CO VER ST OR Y
10 Naaz Scheik
NaazScheik
BuildingaUniversalRebalancerthat PowerstheWorld’sWealthiest
KeyPoints
● NaazScheikfoundedSoftPaktorevolutionize financialtechnologysoftwarebyprovidingintuitive andeffectivetoolsforportfoliomanagers.
● Initiallyfocusedoncustomsoftware,SoftPakhas shiftedtowardsfull-scalesoftwaredevelopmentto bettermeetclientneeds.
● Theirflagshipproduct,UREBALisanawardwinningportfoliorebalancingtoolthat utilizesauniquelinearprogrammingmethodto optimizeaccountsandenhanceinvestmentadvisors’ performance.
In1994,NaazScheik,Founderand CEOof SoftPakFinancialSystems, launchedthecompanywithaclear vision:totransformfinancialtechnology softwareandempowerportfoliomanagerswith moreintuitiveandeffectivetools.Asaformer QuantitativeAnalystatWellington ManagementinBoston,Naazsawfirsthandthe inefficienciesinportfoliomanagement,risk analytics,andrebalancing.
NaazholdsaMaster’sinMathematicsand PhysicsandstudiedatTuftsUniversityandthe UniversityofKarachi.Usinghisstrong backgroundinmathematicsandquantitative modeling,hebuiltSoftPaktoaddressthese issues.
Underhisleadership,SoftPakhasgrownto over150employeesglobally,evolvingfrom customsoftwaresolutionstoarangeof productsandconsultancyservicesaddressing complexportfoliomanagementandrisk analytics.
InaconversationwithMirrorReview,Naaz shared,“Duringmymaster’s,Iperformedmany intricatesimulationsinthefieldofcomputer sciences.Mostofmyknowledgecomesfrom firsthandexperiencesusingmystrong foundationinmathematicsandpassionfor quantitativemodeling.”
MR:WhatinspiredyoutolaunchSoftPak FinancialSystems,Inc.?Canyousharethe storybehinditsfounding?
Naaz:Earlyinmycareer,Iworkedasa QuantitativeAnalystatWellington ManagementinBoston.Duringthattime,I appliedmyknowledgeofthefinancialindustry toconvertcomplexstatisticalmodelsinto computerprograms.Thisexperiencesparked theideaforSoftPak,whichIfoundedin1994.
WhileatWellingtonManagement,Iworkedon severalkeyprojects,suchascreatingbond yieldcurvesandrankingequitiesbasedon variousfundamentals.Afterspendingaboutfive yearsinthisfield,Irecognizedasignificant marketdemandforthistypeofwork.
Thisrealizationmotivatedmetodevelopgeneralpurposefinancialsoftware,whichIstartedfrom myhomeoffice.OnceIwassatisfiedwiththe software'scapabilities,Ihaditprofessionally designed.ThatdraftbecameSoftPak’sfirst fintechproduct.
MR:Whatsetsyourportfoliorebalancingtool, UREBAL,apartfromothersinthemarket? Howdoesitenhanceinvestmentadvisors’ performance?
Naaz:Portfoliorebalancingisoneofthemost crucialtoolsforinvestmentadvisorstoday While someRegisteredInvestmentAdvisors(RIAs) relyonsimplemacrosandmodelstorebalance theirportfoliosandmanageassets,ourUniversal Rebalancer(UREBAL)operatesonamuch largerscale.UREBALisdesignedtobemore tax-awareandcost-effectivethanothersolutions inthemarket.
Whatmakesourapproachuniqueistheuseofa linearprogrammingmethod,alsoknownasthe methodofgradientdescent.Thistechnique optimizesaccountsbycontinuallyswapping securitiesandevaluatingtheportfolio's optimality,ensuringthatwereachthemost efficientandeffectiveversionpossible.
MR:HowdidSoftPakevolveintofull-scale softwaredevelopment,andhowdoyoumeet theuniqueneedsofyourclients?
Naaz:Intheearlydays,wheneverweinstalled newlydesignedsoftwareforacompany,we quicklynoticedthateachclienthaduniquesetups andrequirements.Akeytakeawaywastheir consistentrequest: “Can your software integrate seamlessly with our existing systems?” Whether itwasperformancemanagement,training,or historicaltransactionsystems,theneedfor seamlessintegrationwasalwaysapriority
ThisdemandnaturallyledSoftPaktomovemore intofull-scalesoftwaredevelopment.Overtime, wealsoexpandedourprojectmanagement solutions.Westartedaugmentingourstaffwith additionaltoolsorevenbringinginclientprovidedstafftomeettheirspecificneedsand helpdevelopthesoftwaretheyrequire.
‘‘
Always ask yourself, what value am I adding to this? Are you doing what others are doing or are you making something unique?
MR:Howdoyoubalanceyourpassionfor technologywithoverseeingvariousdepartmentsat SoftPak?Couldyousharehowyoumanagethese responsibilities?
Naaz:Personally,Iconsidermyselfatechenthusiast. AtSoftPak,wecurrentlyhavefourtechnologyteams, andImakeitapointtodividemytimeamongallof them.WhetherI’mbrainstormingwiththeproduct developmentteam,overseeingprojectmanagement,or focusingonqualityassurance,testingautomation,and processmanagement,I’mdeeplyinvolvedinthe technicalsideofouroperations.
Atthesametime,theotherdepartments,likebusiness developmentandaccounts,havetheirowndedicated managerswhoreportdirectlytome.Thisstructure allowsmetostaycloselyconnectedtothetechnology whileensuringthatallaspectsofthebusinessrun smoothly
MR:Whatchallengesdidyoufaceearlyinyour career,andhowdidyouovercomethemtoensure SoftPak'ssuccess?
Naaz:OneofthebiggestchallengesIfacedearlyon wasmaintainingaconsistentlevelofstandardsand coordinationineverythingSoftPakdelivered.Since mostofourclientsareinternational,ithasalwaysbeen aprioritytoworkeffectivelywiththeirteamswhile stayingproductive,cost-effective,andensuringhighqualityassurance.
I’mproudtosaythatSoftPakhasexceededall expectationsinthisregard,asseenbyourstrongbase ofreturningclients.
MR:Howdoyouapproachbuildingandnurturing talentatSoftPak,particularlyinsupporting diversityandgenderequality?
Naaz:I’vebeenfortunateinthisarea.AtSoftPak,I’ve alwaysemphasizedbuildingastrongteamfromwithin bypromotingtalentedindividuals,bothmenand women.Imakeitapointtorecognizeandrewardtalent whereverit'snecessary
Inaddition,Iplaceastrongfocusontrainingand development,especiallyforourfemaleengineers.I believethateveryone,regardlessofgender,shouldhave equalopportunitiestogrowandsucceedatSoftPak.
MR:Whatrecentinnovationshaveyouintroduced atSoftPak,andhowdotheyreflectyour company'sgoals?
Naaz:Oneofourlatestinnovationsisfullyintegrated softwarethatworksseamlesslywiththeAxioma optimizer.It’ssimilartoourmanagedaccounts rebalancingsoftware(MARS),whichworkswiththe Northfieldoptimizer.Webelievethisnewproduct willbeamajorgamechangerinthefintechindustry.
We'vealsorecentlylaunchedAdvisorSketchbookin collaborationwithPartiPris.Ourmaingoalnowisto makeastrongimpactinthesoftwaredevelopment marketandtoclearlydefineourfocusandvisionwith eachnewproductweintroduce.
MR:Howdoyoumaintainahealthywork-life balance,andwhatactivitiesdoyouenjoyinyour downtime?
Naaz:Maintainingwork-lifebalanceisallabout focus.Inmyfreetime,Ienjoyworkingout,playing golf,traveling,andindulginginmybiggesthobby: hiking.LivingintheUSprovidesmewithmanygreat hikingopportunities.Ofcourse,Ialsoprioritizemy day-to-dayresponsibilitiesasafatherandaloving husband.
MR:Whatadvicewouldyougivetoreaderswho arelookingtobuildasuccessfulbrandor business?
Naaz:Mykeyadviceistonevercutcorners. Buildingasuccessfulbrandorbusinessrequireshard workanddedication.Alwaysbepatientwithyour deliverablesandensurethateverythingyouproduce meetsyourhighstandards.
Askyourselfwhatvalueyouareadding.Areyou simplyfollowingthecrowd,orareyoucreating somethingunique?Andremember,neverstop innovating.AtSoftPak,weareconstantlypushingthe boundariesofinnovation.Forinstance,asof2024, weareexploringwaystointegrateAIandneural networksintoourexistingsolutions.
DNBC Financial Group
Management-JimmyLee,CEO
URL-www.dnbcgroup.com
Founded-2017
Description-DNBCFinancialGroupoffersinternational moneytransferswithpersonalizedcustomerservice, empoweringstartupsandSMEs Theyprioritizesafety, transparencywithnohiddenfees,andprovidevaluable financialknowledge
Lotus Domaine
Management-SamanthaTran-Jiao,CFO
URL-www.lotusdomaine.com
Founded-2014
Description- LotusDomaineisaprivateequityfirm specializingingrowthopportunitieswithinEnterprise Software.Theyprovidecapital,guidance,andflexible meetingoptions(telephone,video,orin-person)for businessesseekingsupport.
Fiserv
Management-MarcRind,ChiefTechnologyOfficer
URL-www.fiserv.com
Founded-1984
Description-Fiservisafinancialservicestech companyofferingsolutionslikepaymentprocessing, digitalbanking,andfraudprevention Itserves businesses,financialinstitutions,fintechs,withastrong focusonsocialresponsibilityanddiversity
Publicis Sapient
Management-DavidDonovan,ExecutiveVicePresident
URL-www.publicissapient.com
Founded-1990
Description-PublicisSapientisadigitalbusiness transformationcompanyleveragingAI Theirunique SPEEDapproachdrivesimpactfuldigital transformations,focusingondeliveringmeaningful resultsandvaluefortheirclients.
Scotiabank
Management-MatthewParker-Jones,SeniorVicePresident
URL-www.scotiabank.com
Founded-1832
Description-Scotiabankisaglobalbankthatoffersa varietyofbankingservices,includingpersonaland commercialbanking,wealthmanagement,and investmentbanking
SoftPak Financial Systems
Management-NaazScheik,FounderandCEO
URL-www.softpak.com
Founded-1994
Description-SoftPakofferssoftwaresolutionsforthe financialindustry,includingrebalancingtools,risk analytics,andmanagedaccounts Theirservicesalso includeportfoliooptimization,enterpriserisk management,andtalentplacement
Tata Consultancy Services
Management-BabuUnnikrishnan,ChiefTechnologyOfficer
URL-www.tcs.com
Founded-1968
Description-TataConsultancyServices(TCS)isaglobal leaderinITservices,consulting,andbusinesssolutions, offeringserviceslikeartificialintelligence,cloud computing,andcybersecuritytoclientsworldwide
Temenos
Management-PremaVaradhan, PresidentofProductandCOO
URL-www.temenos.com
Founded-1993
Description-Temenosisacloud-basedplatformthat providesbankingcapabilities,AI,amarketplacetobuy andsellbankingproducts,andacommunityfor knowledgesharing
BABU UNNIKRISHNAN
LeadingtheAIRevolutioninBFSI
BabuUnnikrishnan
,theChiefTechnology
OfficerforBanking,FinancialServices,and Insurance(BFSI)-AmericasatTata ConsultancyServices(TCS),isnostrangertoleading throughtransformation.Overthecourseofhis27-year career,hehasfacedimmensechallengesinbuilding technologystrategiesforsomeoftheworld'smost complexfinancialinstitutions.
Today,hestandsattheforefrontofanindustryonthe brinkofanAI-drivenrevolution.TheBFSIsectorisripe forchange,andUnnikrishnanisoneofthekeyfigures responsibleforshapingthatchange.Withafocusoncoinnovation,customerexperience,andcostoptimization, hisworkinAIandmachinelearningispoisedtoredefine howbanks,insurers,andfinancialservicecompaniesdo business.
APioneerinaRapidlyChangingIndustry
Unnikrishnan’srisetoleadershipwasn’taccidental.Over nearlythreedecades,hehasnavigatedtheevolutionof financialservicestechnology,watchingfirsthandas digitalsolutionstransformedfromaluxurytoa necessity AtTCS,Unnikrishnanisresponsibleforthe technologystrategythatpowerstheBFSIsector, particularlyintheAmericas,wherethemarketdemands rapidinnovationandunrelentingfocusonefficiency.
Hehasseenthetrendsshiftfromcorebankingsystems andearlydigitalpaymentsolutionstothesophisticated, data-drivenservicesthatcustomersexpecttoday.Now, AIisthenextfrontier,andUnnikrishnanhastakenit uponhimselftoensurethatTCSnotonlykeepspace withthechangesbutleadsthem.
Hiscoreresponsibilityliesinbuildingrobusttechnology ecosystemsthatharnessthepowerofAIanddata analyticstostreamlinebusinessoperations,enhance customerservice,anddrivegrowth.Yet,thechallenges areimmense.Inanindustrywheretrustisparamount,
introducingnewtechnologiesmustbedonewithprecisionand care.Unnikrishnanunderstandsthis,andhisapproachtoAI adoptionreflectsthecautionandforesightthatdefinehis leadershipstyle.
AI:MoreThanaBuzzword
Theterm“artificialintelligence”maysparkexcitement,but Unnikrishnanviewsitwithapragmaticlens.Infinancial services,heexplains,AIadoptionisnotaboutjumpingonthe bandwagon.It’saboutreal-worldimpact.
Forhim,themaindriversbehindAIintheBFSIsectorare clear:improvingcustomerexperience,drivinginnovation,and optimizingoperationalcosts.Thesearenotjustbuzzwords. Theyarefundamentalneedsofthefinancialinstitutionshe workswithdaily.Unnikrishnanhelpstheseinstitutions embraceAIinawaythataddressestheseneedshead-on.
“AIhasthepotentialtocompletelytransformhowbanksand insurersoperate,”heexplains.Butit’snotjustabout technologyfortechnology’ssake.Unnikrishnanbelievesin thepracticalapplicationofAI,whereitsroleistosolve specificbusinessproblems,makedecisionsfaster,anddrive operationalefficienciesacrosstheboard.Theshift,hesays,is fromtreatingAIasatacticaltoolforspecificusecasesto leveragingitasacoredriverofstrategicdecisions.
FacingtheRealitiesofAIAdoption
However,Unnikrishnanisalsoarealist.Hedoesn’tsugarcoat thedifficultiesthatcomewithAIintegration.Financial institutions,particularlylegacyfirms,oftenfacesignificant hurdleswhenitcomestoadoptingcutting-edgetechnologies. Systemsareoutdated,dataissiloed,andchangecanbeslow. AIpromisesmuch,butwithouttherightinfrastructure,itcan fallflat.
Unnikrishnan’sroleistohelptheseinstitutionsnavigatethese complexities.Hisyearsofexperiencehavetaughthimthe importanceofpatienceandmethodicalplanning.AIisn’ta
plug-and-playsolution.Itrequiresadeep understandingofdata,aclearvisionforitsuse,anda commitmenttolong-termtransformation.
“There’samisconceptionthatAIisamagicalsolution thatwillinstantlysolveallproblems,”Unnikrishnan says.“Butthetruthis,AIisonlyasgoodasthedata andstrategybehindit.”Thisunderstandinghashelped himguideorganizationsthroughtheoften-difficult processofpreparingtheirsystemsforAI.He emphasizestheimportanceofclean,organizeddata, thebackboneofanyAIsolution.Withoutit,AIcan’t providetheinsightsfinancialinstitutionsneedto makebetterdecisionsorimprovecustomerservice.
TheCollaborationbetweenOpenTextandTCS
InhispositionatTCS,Unnikrishnanisnotworking alone.Oneofthemostsignificantmoveshehas spearheadedinrecentyearsisTCS’scollaboration withOpenText,agloballeaderininformation managementsolutions.Together,thesetwogiantsare workingtounlockthefullpotentialofAIintheBFSI sector.
ThepartnershipbetweenTCSandOpenTextisa marriageofdeepindustryexpertiseandcutting-edge technology.OpenTextbringsitsadvancedinformation managementandAIsolutionstothetable,whileTCS offersitsvastknowledgeoffinancialservices,along withadeepunderstandingofhowtheseinstitutions functiononaday-to-daybasis.
Unnikrishnanhaspositionedthiscollaborationasa keyelementinthefutureofBFSIinnovation.The combinationofAIandtraditionalanalyticssolutions willenablefinancialinstitutionstonotonlyimprove theiroperationalefficienciesbutalsodrivebusiness growththroughnewcapabilitieslikecontentmining, summarization,andknowledgemanagement.
MeetingtheEthicalandCulturalChallengesofAI
Aswithanytransformativetechnology,AIbringsits ownsetofchallenges—particularlyaroundethicsand culturaladoption.Unnikrishnanisacutelyawareof therisksposedbyAI,especiallyinanindustryas sensitiveasfinancialservices.EthicalAIuseisa majorconcern,andUnnikrishnanisattheforefrontof conversationsaroundensuringthatAIapplications adheretostrictethicalstandards.
Heunderstandsthattrustisacurrencyinfinancial services,andmishandlingAIcouldjeopardizethevery foundationsofthattrust.“Wecan’tignoretherisks,” Unnikrishnansays.“Butthatdoesn’tmeanweshyaway frominnovation.Itmeanswehavetobesmarterabout howweimplementAIandmoretransparentabouthow it’sused.”
Culturally,too,theintegrationofAIisnosmallfeat. Manyorganizationsstilloperateonlegacysystemsand processesthathavebeeninplacefordecades.Introducing AIintotheseenvironmentsrequiresmorethanjusta technologicalshift.Itrequiresaculturalone.
Unnikrishnanhasledtheseculturaltransformationswith asteadyhand,advocatingforaslowbutsteady integrationofAIintothecoreofbusinessprocesses.His strategyisclear:focusonsmall,tangiblewinsthat demonstrateAI’svalue,andbuildmomentumfromthere. Bydoingso,hehashelpedBFSIfirmsovercomethe inertiathatoftenholdsbackinnovation.
TheFutureofAIinBFSI
Lookingahead,UnnikrishnanseesafuturewhereAIis notjustanadd-onbutafundamentalcomponentofthe BFSIindustry.HepredictsthatAIwillplayamajorrole inreimaginingentirevaluechainsandtransforminghow financialinstitutionsoperate.
Unnikrishnan’sleadershipisdrivingthisshift.Hiswork withTCSandOpenTexthaslaidthegroundworkforAI’s mainstreamadoptioninfinancialservices,butheknows thejourneyisfarfromover.Thereismuchworktobe donetoensurethatAIisimplementedresponsibly, ethically,andeffectively
Asmorefinancialinstitutionsbegintoseethevaluethat AIcanbring,Unnikrishnanwillcontinuetobeatthe forefront,guidingtheindustrythroughitsnextphaseof evolution.HisleadershipiscriticalinhelpingtheBFSI sectorembracethefuturewhilemaintainingthetrustand securitythattheindustryrelieson.
InanindustryonthecuspofanAI-drivenrevolution, BabuUnnikrishnan’sroleasatechnologyleaderisclear: he’snotjustnavigatingthefutureoffinancial services—he’sbuildingit.Hisworkisreshapinghowthe BFSIsectorthinksaboutdata,AI,andinnovation, positioningTCSanditsclientsforlong-termsuccessina rapidlychangingworld
WhydoesIBMdividendhistorymattertoinvestors?
Investingindividend-payingstocksisa
powerfulstrategyforbuildinglong-term wealth.And,dividendhistoryoftenprovides invaluableinsightsintothefinancialhealthandfuture prospectsofacompany.Forlong-terminvestors, dividendscanbeareliablesourceofincomeanda keyindicatorofhowacompanyallocatesitsprofits.
Sincetheearly2000s,IBM’sdividendhistoryshows aclearpatternofconsistency,ifnotaggressive growth.Thecompanyhassteadilyincreasedits dividendpayouts,evenduringeconomicdownturns andperiodsofinternalrestructuring.Buthowmuch doyoureallyknowaboutthistechgiant’sdividend history?
Inthisblog,wedugdeepintothenumbersto uncover12surprisingfactsthatmightchangehow youviewIBM’sstock.
1. IBMhasPaidDividendsforOver100Years
IBMdividendhistoryshowsthatthecompanyhas beenpayingdividendsconsistentlysince1916. What’sevenmoreimpressiveisthatIBMhasn’t missedadividendpaymentinover30years,even duringeconomicdownturnssuchasthedot-com crashandthe2008financialcrisis.
IBMDividendOverview
● Ex-DividendDate:08/09/2024
● DividendYield:2.86%
● AnnualDividend:$6.68
● P/ERatio:28.69
2. $6.68AnnualDividendin2024–AThirteenfoldIncrease
In1999,IBMwaspayingshareholdersjust$0.12per shareeachquarter.Fastforwardto2024,andthat figurehasrisento$1.67perquarteror$6.68 annually That’smorethanathirteen-foldincreasein justovertwodecades.Thisupwardtrend demonstratesIBMdividendhistoryasareflectionof itsfinancialstrengthandcommitmenttoreturning capitaltoshareholders,evenasitreinventsits businessmodel.
3. DividendYieldBeatstheS&P500Average
● IBM'sdividendyieldin2024:2.9%(Figure mayvary)
● Averagedividendyield,last5years:4.75%
IBMdividendhistoryalsoindicatesacurrent dividendyieldofaround2.9%,whichishigherthan theS&P500’saverageofabout1.6%basedon recentdata.ThishigheryieldmakesIBMan attractiveoptionforincome-focusedinvestors lookingforreliabledividendsfromablue-chip company
4. HowIBM’sDividendsComparetoIndustry Peers
UnlikeAmazonandGoogle,whichreinvestalltheir profitsintogrowingthebusiness,IBMchoosesto shareitsprofitswithinvestors.ComparedtoApple andMicrosoft,IBMhasalongerhistoryofpaying dividendsandoffersahigherreturn.
Forexample,whileApple’sdividendyieldisabout 0.5%andMicrosoft'sisaround0.9%,IBM’sismuch higherat2.9%.ThismakesIBMauniquechoicefor investorswhowanttoreceivedividendsandinvest inthetechindustry
5. IBM’s~50%PayoutRatioReflectsItsStability
IBMdividendhistoryrevealsthatthecurrentPriceto-Earnings(P/E)ratiostandsat28.66,whichis relativelyhighcomparedtosomeofitspeers.
Regardingthepayoutratio,IBM’scurrentpayout ratiostandsat~50%.Thismeansthecompanyis payingoutabouthalfofitsprofitsasdividendswhile reinvestingtherestbackintothebusiness.
Thislevelisconsideredstable,suggestingIBMis capableofmaintainingitsdividendswithout significantriskofcuts,whilealsoretainingenough earningstoreinvestingrowthandinnovation.
6. DividendGrowthvs.StockPricePerformance
WhileIBMisknownforpayingsteadydividends,its stockhasn’tperformedaswellaspopulartech companieslikeAppleandAmazon.Inthepastfive years,IBM’sstockpricehasremainedrelativelyflat, rangingfrom$115to$150.
However,whenyouconsiderIBMdividendhistory andthedividendpayments,thetotalreturnlooksfar moreattractive.Forincome-focusedinvestors,this hybridofmoderatepriceappreciationandconsistent dividendgrowthrepresentsacompellingvalue proposition.
7. IBM's~5%DividendGrowthRateBeats InflationConsistently
IBMhasconsistentlyincreaseditsdividendoverthe pastdecade,withanaverageannualdividend growthrate(DGR)ofabout5.96%overthelast10 years.Incomparison,theaverageinflationratein theU.S.duringthisperiodhasbeenaround2%to 3%.
Thisgrowthindividendsisapositivesignfor investorslookingtohedgeagainstinflation,asthe consistentincreaseshelpoffsetrisingcostsofgoods andservices.
8. QuarterlyPayoutsMakeIBMaConsistent IncomeGenerator
IBMdividendhistoryrevealsthatIBMpaysits investorsdividendseveryquarter,whichprovides themwithareliablesourceofincome.Thecompany consistentlyincreasesthedividendamountevery May,ensuringasteadyincomestream.Forexample, thequarterlydividendwentupfrom$1.66inMay 2023to$1.67inMay2024,followingitstradition ofraisingdividendsannually.
9. IBM’sLargestDividendHikeinaDecade
In2018,IBMhaditslargestincreaseindividend payoutoverthepasttenyears.Thecompanyraised itsquarterlydividendfrom$1.50to$1.57,which wasalmosta4.7%increase.Thismarkedthe23rd consecutiveyearofIBMincreasingitsdividendand representeda5%riseindividendpayouts.
10. SurvivingMarketDownturnswithout MissingaBeat
Duringthe2008-2009financialcrisis,whilemany companiesslashedorsuspendeddividends,IBM dividendhistoryindicatesthatIBMcontinuedto increaseitsdividend.Forinstance,in2009,IBM raiseditsquarterlydividendfrom$0.50to$0.55.Its
earningspersharegrewfrom$8.93in2008to$10.01 in2009.Evenduringthepandemicin2020,IBM’s quarterlydividendremainedsteadyat$1.63.
11.IBM’sDividendGrowththroughAcquisitions andTransformation
IBMhasbeenabletomaintainandgrowitsdividend bymakingstrategicacquisitionsandtransformingits business.Overthelastdecade,thecompanyhas shiftedfromhardwaretocloudcomputing,AI,and quantumcomputing.
Inaddition,the2019acquisitionofRedHat,amajor open-sourcesoftwareprovider,for$34billion,isa primeexampleofthisshift.Despitethese investments,IBMdividendhistoryreflectsthatIBM hascontinuedtoprioritizeitsdividend,demonstrating itscommitmenttoinvestors.
12. TheImportanceoftheEx-DividendDatefor Investors
UnderstandingtheimportantdatesforIBMdividend historyiscrucialforinvestors.IBM’sex-dividend dateisusuallysetaboutamonthbeforetheactual paymentdate.In2024,theex-dividenddatewas August9,andthepaymentdatewasSeptember10. InvestorswhoboughtIBMsharesafterAugust9 wouldnotreceivethatquarter’sdividend.Being awareofthesedatesisessentialforallinvestors,asit candirectlyaffecttheirreturns.
IsIBMtheRightDividendStockforYou?
IBMdividendhistorysuggeststhatitisnotjusta technologyleaderbutalsoadividendaristocratinthe making.Itsfocusonmaintainingasolidpayouteven inchallengingtimesshowsacompanythatvaluesits shareholders.Ifyou’reseekingastockwithaproven historyofrewardingitsinvestors,IBMdeservesa placeonyourwatchlist.
MARC RIND
The Man behind Fiserv's Data Revolution
Whenacompanyisdrowningindata,ittakes
aleaderwithclarity,vision,andgrittosteer theshipthrough.MarcRind,theChief TechnologyOfficerofDataatFiserv,isthatman.Inthe fast-pacedworldoffintech,whereeverytransaction leavesadigitalfootprintandeverypieceofinformation holdspotentialinsight,MarchastakenFiserv’smountain ofdataandturneditintooneofthecompany’sgreatest assets.
Thisisthestoryofaleaderwhounderstandsthatdataisn’t justnumbers—it’sthefoundationoffinancialinnovation.
FromtheDot-ComBoomtoDataLeadership
Marc'sjourneyintotheworldoftechnologydidn’tstartin thefinanceworld.Likemanytechleadersofhis generation,hiscareerkickedoffduringtheinternetboom ofthe1990s.FreshoutofEmersonCollegewitha Master’sdegreeinBusinessCommunications,Marcfound himselffascinatednotjustbywhattheinternetcoulddo formarketingorpublicrelations,butbythewaydataand technologywerebeginningtotransformindustries.
Hedidn’tstartoutinfintech.Marcspenttheearlypartof hiscareerworkingwithDotComstartups—atatimewhen everyonewasfiguringouthowtoturnthewebintoa businessplatform.Here,Marclearnedthenutsandbolts ofdata-driveninnovation.Hediscoveredthatthe companieswhowonweretheoneswhoknewhowtouse theirdata,notjustcollectit.
Itwasn’tlongbeforeMarcmovedtoAutomaticData Processing(ADP),oneofthelargestprovidersofhuman resourcesandpayrollsolutions.ThiswaswhereMarc’s talentscameintotheirown.
TheADPYears:BuildingaDataPowerhouse
AtADP,Marcspent16yearsdevelopingoneofthe company’smostvaluableassets:theADPDataCloud.The goalwasn’tsimplytoamassdata,buttomakeitworkfor
ADP’s600,000clients.HRandpayrollsystemsgenerate immenseamountsofdata,andMarc’schallengewastounify itintosomethingcoherentandactionable.
Hedidn’tstopatbuildingaplatform.Marc’svisionextended tohowthedatacouldbeusedtogenerateinsights,driving newproductsandserviceslikeADP’sNationalEmployment Report.Underhisleadership,theADPDataCloudbecamea toolthatnotonlybenefitedthecompany’sclientsbutalsoset anewstandardintheHRindustry
Marcwasn’tjustthinkingabouttechnology.Hewasthinking abouthowtousethattechnologytosolverealbusiness problems.ThisisahallmarkofMarc’sapproachto leadership—technologyisnevertheendgoal;it'sthemeans toabigger,bettersolution.
TheMovetoFiserv:TacklingtheDataGiant
In2020,MarcmadeaboldmovetoFiserv,oneofthelargest financialservicestechnologycompaniesintheworld.Why wouldaleaderatthetopofhisgameinoneofthemost influentialHRfirmsswitchindustries?Theansweris simple:thechallengeatFiservwasevenbigger
Fiserv’sbusinessspansacrossmorethan1,800financial institutions,providingeverythingfromcoreprocessing systemstopaymentsolutions.Thecompanyisanundisputed giantintheworldoffintech,butitsrealvalueliesinthedata itcollects.
ForMarc,thiswasagoldmine.Fiserv’sdatawasspread acrossvariousbusinessunits—siloedandunderutilized.The opportunitytocreateaunifieddataecosystemwasimmense.
TheChallenge:UnifyingFiserv’sData
Fiservhadallthedataitneededtodriveinnovation,butit wasn’tconnected.Differentbusinessunitshandledtheirown data,makingithardtoleveragetheinformationforinsights thatcouldbenefitthecompanyasawhole.Marcsawthis fragmentationasanopportunity
WhenhejoinedFiserv,thefirstquestionhewasasked was,“Whattechnologystackshouldwebeusingfordata goingforward?”Itwasn’tjustaboutpickingtheright tools.Marcknewthattherealchallengelayinuniting Fiserv’sdataintoacommonplatformwhilemaintaining theintegrityandownershipofthatdatawithinthevarious businessunits.
Marcwasn’tgoingtoteardownsystemsthatwereworking foreachunit.Instead,hecreatedastrategythatallowed theseunitstokeepcontroloftheirdatawhilecontributing toalargercloud-basedecosystem.Thisfederatedapproach letFiservleverageitsdataacrosstheentireorganization withoutdisruptingwhatwasalreadyworkingatthe individualunitlevel.
CloudMigration:BuildingFiserv’sDataFuture
MovingacompanylikeFiservtothecloudisnosmall feat.Thesheerscaleoftheoperationisdaunting,andwith databeingoneofthecompany’smostcriticalassets,the risksarehigh.ButMarcthrivesoncomplexity.He understoodthatFiserv’sfuturerestedonitsabilityto managedataefficiently,andthecloudwasthekey.
Fiserv’sdataneedsfluctuatedramatically,particularly whenitcomestocomputeresources.Marcsawthatby movingtothecloud,Fiservcouldnotonlyscaleits operationstohandlethesespikesindemandbutalso managecostsmoreeffectively Theelasticnatureofthe cloudwouldallowFiservtoscaleupwhenneededanddial backwhendemandsubsided.
ButMarcwasn’tjustthinkingaboutthetechnicalside.He knewthatasuccessfulmigrationwouldrequirebuy-in fromacrossthecompany.Differentteamshaddifferent needs,andMarc’sjobwastoensurethateveryone understoodthebenefitsoftheshiftwithoutfeelinglike theywerelosingcontroloftheirdata.
Theresult?AcloudinfrastructurethatallowsFiservto harnessitsdatalikeneverbefore.Thecompanyisnow abletopullinsightsfromacrossitsbusinessunits,driving newinnovationsandgivingitsclientsaccesstoalevelof data-driveninsightthat’sunmatchedintheindustry
TheAchievements:RealResultsforFiserv
UnderMarc’sleadership,Fiservhastransformedits approachtodata.Thecloudmigrationiswellunderway, andthebenefitsarealreadybecomingclear.Fiserv’s
unifieddataplatformisgivingthecompanynew capabilities,allowingittocreateproductsandservicesthat simplyweren’tpossiblebefore.
TheintegrationofdataacrossFiserv’svariousbusiness unitsisdeliveringinsightsthataredrivingbothinnovation andefficiency.Clientsnowhaveaccesstoinsightsthey wouldn’tgetanywhereelse,andFiservisabletorespondto marketchangesfasterthanever.
Butperhapsthemostsignificantachievementisthecultural shiftthatMarchashelpedtofosterwithinthecompany.By focusingoncollaborationandkeepingdataownersinvolved intheprocess,Marchasbuiltasystemthatnotonlyworks butisembracedbytheteamsthatuseit.
TheRoadAhead:MarcRind'sVisionforFiserv
Marcisn’tfinished.Thecloudmigrationmaybeunderway, buthe’salreadylookingahead.ForMarc,dataisthe foundationofeverythingFiservdoes,andhe’sconstantly pushingtofindnewwaystoleverageit.Hisvisionisone whereFiservisn’tjustaleaderinfintech,buttheleaderin howfinancialinstitutionsusedatatodrivebusinesssuccess.
Marc’sapproachtoleadershipissimple.Hedoesn’tbelieve intechnologyforitsownsake.Everydecisionhemakesis groundedintheneedsofthebusinessanditsclients.It’sthis focusonpracticalsolutions,combinedwithhisdeep technicalexpertise,thatmakeshimoneofthemost influentialfiguresinfintechtoday.
Conclusion:TheManBehindtheData
MarcRindisn’tjustaCTO—he’saproblemsolver.His abilitytotakecomplexdatasystemsandturntheminto actionableinsightshastransformedbothADPandFiserv As thefintechworldcontinuestoevolve,Marc’sleadershipwill becriticalinshapinghowcompaniesusedatatodrive innovation.
Fiserv’sfutureisbright,andwithMarcRindatthehelmof itsdatastrategy,thecompanyispoisedtoleadthenext waveoffinancialtechnology.Marc’sstoryisatestamentto what’spossiblewhenaleadercombinesvision,expertise, andarelentlessfocusonresults.
How Did ROB WALTON'S Net Worth Reach $93.3 Billion?
Didyouknow,thatRobWalton,theeldestsonof WalmartfounderSamWalton,isn’tjustknownfor hisfamilyconnections? Well, he is a billionaire in his own right! Asoneofthewealthiestindividualsinthe world,RobWalton’snetworthhassparkedcuriosityand respectinmanyhearts.
FromtheboardroomofWalmarttothetopofthebillionaire list,RobWalton’sfinancialsuccessisextraordinary However,RobWaltonmightnotbeahouseholdname,but hiswealthcertainlyspeaksvolumes.So,inthisblog,you willlearn,howRobWalton’snetworthreached$93.3 billion.Excited?Let’sgetstarted!
Firstly,let’stalkabouttheearlyyearsofRobWaltonin theWalmart’slegacy
RobWaltonjoinedWalmart’sboardin1978,followinginthe footstepsofhisfather,SamWalton.Hisearlyinvolvement laidthefoundationforhispowerfulimpactonthecompany. Asaboardmember,hecontributedtostrategicdecisionsand witnessedWalmart'sgrowth.
WeallknowthatRobinheritedavaluableretailempirebut, hedidn’trestonhiscrown.HeactivelyshapedWalmart’s direction,ensuringitremainedcompetitiveandinnovative.
Interestingly,RobWaltonwasthelongest-servingdirectorof Walmart.Rob’sassignmentasChairmanfrom1992to2015 markedatransformativeperiodforWalmart.Duringthese years,hechampionedglobalexpansion,highlighting efficiencyandcustomersatisfaction.Therefore,his leadershipsolidifiedWalmart’spositionasaretailgiant.
ButwhatwasRobWalton’scontributiontoWalmart’s legacy?
Eventhough,RobWaltoninheritedtheretailempirefounded byhisfather,SamWalton.Hiscommitmenttothevalues instilledbyhisfathershapedWalmart’scultureandsuccess.
RobWalton’slegacyliesinhisstrategicleadership,global impact,anddeterminedcommitmenttoWalmart’s mission.Hiswealthreflectsinheritanceandpersonal achievement,makinghimanimportantfigureinretail history.
WeallknowthatRobWaltonplayedakeyroleinshaping Walmart’sstrategicvision.Butwhat’sevenmore interestingisthathisleadershipguidedthecompany through,variousphasesofexpansion,highlightingcost efficiency,customersatisfaction,andinnovation.
UnderWalton’sinfluence,Walmartexpandedglobally, establishingastrongpresenceinmultiplecountries.This globalreachgreatlycontributedtothecompany’srevenue growth.
Waltonchampionedinnovativeapproacheswithin Walmart.Whetheritwassupplychainoptimization, technologyadoption,orsustainabilityinitiatives,he encouragedthecompanytostayaheadofthecurve.
Walton’sassignmentaschairmanwitnessedremarkable growth.Underhisleadership,Walmart’sannualrevenue skyrocketedfromnearly$44billionto$482billion.
Indeed,hehadacustomer-centricapproach.He highlightedcustomerexperience,ensuringthatWalmart remainedago-todestinationformillionsofshoppers worldwide.
Also,Walton’sdedicationtotransparencyandshareholder engagementearnedhimrespect.Approximately91%of outstandingshareswererepresentedduringthe2024 AnnualShareholdersMeeting.
Additionally,Walmart’s2024AnnualReporthighlightsits strongfinancialhealth.Thecompany’sfocusondigital innovationsandeCommerceexpansionassures stakeholdersofabrightfuture.
Furthermore,Waltonofficiallyretiredfromthe WalmartBoardofDirectorsinJune2024after morethan40yearsofservice.But,hislegacy survivesasanambitiousforcebehindWalmart’s success.
ButhaveyouwonderedwhatmakesRobWalton massivelywealthy?Well,hisnoteworthy ownershipstakeinWalmart,combinedwiththe company’sexceptionalgrowth,contributesgreatly. Hisnetworthisestimatedtobe$93.3Billion.
Nowletputsomelightonthechallengesfaced duringRobWalton’snetworthjourney
Firstly,RobheadedWalmart’sentryintonumerous newmarkets,adaptingtovariouscultures, consumerbehaviors,andregulatoryenvironments. Theseexpansionsweren’twithoutchallenges,but hisleadershipensuredWalmartsucceededinthese territories.
Additionally,talkingabouttechnological innovationsandkeepingpacewithtechnologywas essential.Robchampionedinnovations,making Walmartatrendsetterinefficiency.
Furthermore,balancingtraditionandmodernization wastrulyatask!HehadtohonorSamWalton’s legacywhilemovingmodernization.However,he managedtodoitwell!
Nowlet’shavealookatRobWalton’swealth accumulation
Asofearly2024,RobWalton’snetworthis estimatedtobe$93.3Billion.Mostofthiswealth comesfromhisWalmartshares.And,hisfinancial understandingandcarefulmanagementcontributed tothisimpressivefigure.
Interestingly,Robdiversifiedbyowningthe DenverBroncos,anNFLteam.Thisshowshislove forsportsandsmartinvestments.OwninganNFL teamisnosmallaccomplishment,anditaddstohis legacy
BeyondWalmart,Rob’sinvestmentsshowhis businesssense.TheBroncos'sownershipdisplays hisabilitytorecognizeprofitableventuresbeyond retail.
Furthermore,underRob’sleadership,Walmart embracedtechnologicalinnovation.Fromefficient supplychainstoe-commerce,heensuredWalmart stayedaheadinthedigitalage.
Robalsotooksustainabilityinitiatives,makingWalmart aleaderineco-friendlypractices.Hiscommitmentto responsiblebusinesssetsanexampleforothers.
BesidesRobWalton’snetworth,let’salsoknowhis generosity
TheWaltonfamily,includingRob,iswidelyknownfor hisphilanthropicefforts.Theircontributionsto education,healthcare,andcommunitydevelopment havealastingimpact.
Accordingly,Rob’sjourneycombinesinheritanceand personalachievement.Hislegacyisshapedbyhis influenceonWalmart’shistoryandhisinspirationfor futureentrepreneurs.Well,RobWalton’snetworthand achievementsinspirebusinessenthusiastsworldwide.
Therefore,RobWalton'sstoryisoneofwealth, influence,andstrategicleadership.Hisimpacton Walmartandbeyondisproofofhisremarkable journey
EndNote
Asweconcludewerealizethat, “Rob Walton’s net worth is not just a figure, it’s a story of legacy, leadership, and strategic growth.” AsWalmart continuestodominatetheglobalretailmarket, Rob’sfinancialsuccessprovesthepowerofvision andhardwork.
Additionally,thewealthgatheredbyRobWaltonis afascinatingexampleofhowastrongfoundation, coupledwithsmartbusinesssense,canleadto extraordinaryfinancialsuccess.So,ifyouare impressedbyRobWalton’snetworthjourney sharethisblogwithallyourfriendswhoenjoy inspiringstoriesfromtheworld'srichest individuals.
MATTHEW PARKER-JONES
The Strategist behind Scotiabank’s Transaction Banking Transformation
Youdon’tbecomealeaderbysittingback.
Youearnitbydoingthingsdifferently, challengingconvention,andtransforming businessesfromtheinsideout.MatthewParkerJones,SeniorVicePresidentforGlobalTransaction BankingatScotiabank,embodiesthisphilosophy.He doesn’tbelieveinmanagingthestatusquo—hetearsit apart,rebuilds,andscalesitforafuturethat’sfaster, smarter,andbetterequippedforglobalcompetition.
He’snotinterestedinshinyinnovationsthatdon’tstick. HisjobistoreshapehowScotiabankdoesbusinesson agloballevel—solidifyingitsroleasafinancial powerhouseintransactionbanking.Inanindustry wheresubtlechangescanmeanthedifferencebetween winningorlosing,Matthewhaspositionedhimselfasa manofstrategy,precision,andaboveall,results.
BankingonChange
Matthewisnotyourtypicalbanker.Hisapproachis pragmatic,strippedofexcessandfiller.Hisexperience atglobalfinancialinstitutionslikeJPMorganCase taughthimthatbankingisn’tjustabouttransactions. It’saboutsolutions—onesthatcanbescaledfor everyone,frommom-and-popstorestomultinational corporations.
WhenhetookoverasSVPatScotiabank’sGlobal TransactionBankingdivision,hewasn’tcontentwith simplyrunningthedepartment.Hewastaskedwith transformingit.Thiswasn'tjustatitlepromotion;it wasacalltoinnovate.Andthat’sexactlywhathe's doing.
“IcametoScotiabankwithonemission:topush boundaries.Transactionbankingisn’taboutroutine
work;it’saboutbuildingplatformsthatallowour clientstotransactsmarter,faster,andwithfewer barriers,”saysMatthew.
He’sdoingwhateverygreatleaderdoes—looking beyondthehorizon.Globaltransactionbankingmight soundmundane,butunderMatthew’sleadership,it’s anythingbut.He’stakingthebank’stransaction servicesintothefuturewithastraightforwardplan rootedincustomerneeds,operationalefficiency,and relentlessinnovation.
WhyTransactionBanking?
Peopledon’tusuallythinkoftransactionbankingasan excitingfield.It’softenconsideredaback-office function,thekindofthingthatonlytechteamsworry about.ButtoMatthew,it'sthefoundationonwhich modernbankingisbuilt.
“Paymentsarepersonal,”hesays.“Peoplethinkabout theirbusiness’scashfloweveryday Whetherit’sthe ownerofalocalbakeryortheCFOofamultinational corporation,paymentsmatterbecausethey’rethe heartbeatofeveryoperation.”
ForMatthew,understandingpaymentsis understandinghowbusinessesrun.It’sthecenterof commerce.AtScotiabank,he’sbeenlaser-focusedon makingpaymentsandtransactionbankingassmooth andsecureaspossibleforclientsacrossmorethan25 countries.Eachmarket,heemphasizes,hasitsown challenges,butit’sthiscomplexitythatexciteshim.
Hisstrategy?Knowyourclients.Knowtheir challenges.Thencreatesolutionsthatsimplifytheir world.
Scotiabank’sGlobalFootprint
Scotiabank,headquarteredinCanada,servesbusinesses inover25markets.That’snotjustanumber—it’san opportunity Thisglobalreachmeansthebankneedsto thinkandoperateonalevelfewotherscanmatch. Matthewunderstandsthat,andheleverages Scotiabank’sinternationalpresencetocrafttailor-made solutionsforeachregion.
“Ifyou’reabusinessinCanada,youmightnothavethe sameneedsasacorporationinPeruortheCaribbean,” Matthewpointsout.“Ourjobistomakesureevery business—regardlessoflocation—getsasolutionthat fitstheirmarketandtheirspecificrequirements.”
Thislocalizedstrategyiskey.Matthewisn’tinthe businessofofferingone-size-fits-allsolutions.He’s leadinghisteamstodevelopproductsthatfitregional differenceswhilemaintainingthecoreprinciplesof speed,efficiency,andreliability
Andit’spayingoff.Underhisleadership,Scotiabank’s GlobalTransactionBankingdivisionhasgaineda reputationfordeliveringmarket-leadingsolutions. Whetherit’shelpingastartupwithcashflow managementoramultinationalstreamlineitssupply chainfinancing,Matthew’steamisthere,offeringasuite ofservicesthat'sasrobustasitisflexible.
PushingforDigitalTransformation
Matthew’smantraissimple:Ifitdoesn’tevolve,itdies. Transactionbankingcannolongerrelyonlegacy systems.Thedigitalerademandsinnovation,andthat's whereMatthewseesthefuture.
“We’renotjustabank;we’reaplatformforbusinesses togrowon,”saysMatthew.“Ourclientsneedtoknow thattheirfinancialtransactionswillbehandledwith speedandsecurity.Buttheyalsoneedtoknowthat we’refuture-proofingtheiroperationsthrough technology.”
Tomakethishappen,Matthewhasdoubleddownon fintechpartnershipsandinternaldigitaldevelopment. HisgoalistoensureScotiabank’splatformsdon’tjust meettoday’sneedsbutanticipatetomorrow’s challenges.Whetherit’sblockchain,artificial intelligence,orfasterpaymentsystems,hisvisionfor thebankisfirmlyrootedindigitaltransformation.
LeadingbyCollaboration
Matthewdoesn’tbelieveinworkinginsilos. Collaboration,bothinternallyandexternally,iscrucial tohisapproach.Herecognizesthatinaglobal organizationlikeScotiabank,teamsmustworkacross departmentsandevenacrossborderstoensurethe bankdeliversthebestproductsandservices.
Oneofhiskeystrategieshasbeenbuildingstrong partnershipswithfintechcompanies.Insteadofseeing fintechasathreat,Matthewviewsthesefirmsas essentialcollaboratorsinScotiabank’smissionto innovate.
“We’repartneringwithsomeofthemostforwardthinkingfintechsoutthere,”hesays.“It’snotjust aboutkeepingupwithchange—it’saboutleadingit.”
ThesepartnershipshaveallowedScotiabankto integratenewtechnologiesfaster,streamline operations,andofferenhancedservicestoitsclients. It’sastrategythatputsScotiabankaheadofthecurve inanindustrythat'sevolvingatbreakneckspeed.
TheChallengesAhead
Despitethesuccesses,Matthewiswellawareofthe challengesthatlieahead.Globaltransactionbanking issubjecttoconstantregulatorychanges, technologicaldisruptions,andevolvingclient expectations.Thecompetitionisfierce,andthepace ofinnovationisunrelenting. ButifMatthewisfeelingthepressure,hedoesn’t showit.
“Challengesaren’tsomethingtobeafraidof,”hesays. “They’reopportunitiestobebetter.Ifyou’renot improving,you’refallingbehind.”
OneofthekeyhurdlesMatthewfacesisnavigating thedifferentregulatoryenvironmentsacross Scotiabank’s25+markets.Eachcountryhasitsown setofrules,andcomplianceiscritical.Butratherthan seethisasaburden,Matthewviewsitasanother puzzletosolve.
“We’vegotagreatteamthatunderstandslocal markets,”hesays.“Ourjobistomakesurewe’re alwaysaheadoftheregulatorycurvewhilestill deliveringthebestpossibleservicetoourclients.”
Results,NotPromises
ForMatthew,successisn’tmeasuredbyflashy innovationsorindustrybuzz.It’smeasuredbyresults. SincetakingontheroleofSVP,he’sdriventangible improvementsinhowScotiabank’stransaction bankingdivisionoperates.Fromcuttingtransaction timestoimprovingsecurityprotocols,hisfocushas alwaysbeenondeliveringrealvaluetoclients.
“We’renotheretomakepromises,”hesays.“We’re heretodeliver.Whenabusinessworkswith Scotiabank,theyneedtoknowthatwe’renotjusta vendor—we’reapartnerintheirsuccess.”
Thisno-nonsenseapproachiswhatsetsMatthewapart asaleader.He’snotinterestedinhype;he’sinterested inresults.Hisleadershiphasalreadymadea significantimpactatScotiabank,andashecontinues topushforinnovation,there’snodoubtthathis influencewillonlygrow.
Conclusion
MatthewParker-Joneshassetanewstandardfor leadershipinglobaltransactionbanking.He’snotjust leadingScotiabank’sGlobalTransactionBanking division—he’stransformingit.Withafocusondigital innovation,client-centricsolutions,andoperational excellence,MatthewispositioningScotiabanktothrive inarapidlychangingfinanciallandscape.
ForMatthew,leadershipisaboutmorethanjust managingateam.It’saboutpushingboundaries,driving results,andconstantlylookingforwaystoimprove.In anindustrywherechangeistheonlyconstant,Matthew Parker-Jonesstandsoutasaleaderwhoisn’tjustkeeping upwiththefuture—he’sbuildingit.
The 10 Top ACCOUNTING FIRMS in the U.S.
Whenitcomestotheaccounting world,notallfirmsarecreated equal.Somestandoutnotjustfor theirsizebutfortheirinnovation,leadership, andglobalreach.Asweheadinto2025,these10 topaccountingfirmsareleadingthe charge—settingstandardsintechnology, sustainability,andmarketinfluence.Thislistof thetop10CPAfirmsintheU.S.willshowyou who’sontopandwhy.Ifyou’reinterestedinthe bestandbrightestinaccounting,keep reading—thesefirmsarechangingthegame.
The10topaccountingfirmsareasfollows
1.DeloitteLLP
● NetRevenue:US$64.9billion(FY2023)
● HQ:NewYork,USA.
● TopExecutive:JoeUcuzoglu(Global CEO)
● Servingacross:150+countries
● WorkforceExpansion:457,000
DeloittehasestablishedtheDeloitteCenterfor SustainableProgresstodevelopitssustainability initiatives.Thiscenterisfocusedondeveloping research,solutions,andthoughtleadershipthat effectivelyaddressclimateandsustainability challengestoo.
Moreover,Deloittehasbeenrecognizedasa Leaderinthe“IDCMarketScape:Microsoft ImplementationServicesWorldwide2024
VendorAssessment.”Thisdistinction highlightsDeloitte’sexpertiseinleveraging amultidisciplinaryapproachtomeetclient needsandadapttomarketdisruptionstoo.
2.PricewaterhouseCoopers(PwC)
● NetRevenue:US$53.1billion (FY2023)
● HQ:London,UnitedKingdom.
● TopExecutive:RobertMoritz (Global Chairman)
● Servingacross:152countries
● WorkforceExpansion:364,000
PwChasmadeseveralsignificantleadership appointmentsrecently.JenniferMantiniwill leadthePhiladelphiaofficestartingJuly1, 2024,andSaraGrootwassinkLewishas beenappointedboardobserver,effective July1.
Moreover,MohamedKandehasbeen selectedasthenextglobalchairofPwC.So, thishighlightsashiftinleadershipdynamics withintheorganization.
Forinstance,PwCUShasannounceda strategicinvestmentof$1billionoverthe nextthreeyearstoenhanceitsgenerativeAI capabilities.Thisindicatesinvestment underscoresthefirm’scommitmentto leveragingadvancedtechnologiesinits serviceofferings.
3.Ernst&YoungLLP
● NetRevenue:$49.4billion(FY2023)
● HQ:London,UnitedKingdom.
● TopExecutive:CarmineDiSibio (GlobalChairmanandCEO)
● Servingacross:150+countries
● WorkforceExpansion: 395,442
Ernst&YoungLLP(EYUS)recently announcedplanstoinvest$1billionoverthe nextthreeyearstoenhanceopportunitiesfor early-careeraccountingprofessionals.Thus, thisinvestmentisaimedatimprovingthe attractivenessofthetopaccountingfirms throughincreasedcompensation.Also,it enhancedwell-beingbenefitsforemployees.
Additionally,EY’srecentreportsindicatethat technologicaladvancements,particularly artificialintelligence,arecrucialinachieving net-zerotargetsinthepost-COVID-19 landscape.ThisreflectsEY’scommitmentto leveraginginnovativetechnologyfor sustainabledevelopmentsolutions.
4.KPMGLLP
● NetRevenue:$36.4billion(FY2023)
● Headquarters:Amstelveen, Netherlands.
● TopExecutive:BillThomas(Global ChairmanandCEO)
● Servingacross:143countries
● WorkforceExpansion:270,000
KPMGLLPhasrecentlymadeheadlinesby launchingitsfirst-everdynamicAudit QualityReport.Therefore,thismodernizes itsapproachtoauditingbyincludingadata dashboardthatwillbeupdatedfrequently. However,thisdemonstratesthededicationof leadingaccountingfirmstomaintainingaudit quality
Notably,inJuly2024,KPMGannouncedthe integrationofgenerativeAIintoKPMG Clara.However,itsglobalsmartaudit platformindicatesthatthetopaccounting firmsfocusonenhancingauditefficiencyand effectivenessthroughadvancedtechnology
5.BDOUSA
● NetRevenue:$14billion(FY2023)
● HQ:Chicago,Illinois
● TopExecutive:WayneBerson(CEO)
● Servingacross:166countries
● WorkforceExpansion:115600
MarkEllenbogenwasrecentlychosenasthenew ChiefOperatingExecutive.Thatmeanshewill overseeinitiativestoenhanceauditpracticesand technologyandimplementthefirm’sEmployee StockOwnershipPlan(ESOP).Furthermore,Natalie KotlyarhasbeennamedthechairofBDOUSA's boardofdirectors,effectiveJuly1,2024.
Recently,BDOUSAhaslaunchedanEmployee StockOwnershipPlanthataimstoprovidebroad employeeownership.Also,itencouragesacultureof sharedinvestmentinthefutureofoneofthetop accountingfirms.Therefore,thismoveispartof BDO’sstrategytoaddresstalentshortageswithinthe industry.
6.RSMUS,LLP
● NetRevenue:$3.7billion(FY2023)
● HQ:Chicago,Illinois,U.S
● TopExecutive:BrianBecker(CEO)
● Servingacross:TheUnitedStatesandCanada
● WorkforceExpansion:16800
RSMUS,LLPwasrecentlyRankedNo.6on ModernHealthcare’s2023LargestHealthcareIT ConsultingFirmslist,reflectingitsgrowinginfluence andexpertiseinhealthcaretechnologyconsulting.
Possibly,RSMhasafocusonservingthemiddle market,leveragingitspositionasaleadingU.S. providerofassurance,tax,andconsultingservices tailoredtothissegment.Hence,thiscommitmentis evidentinitsfocusonunderstandingclients’unique challengesandprovidingsolutionsintheirbusiness.
7.GrantThorntonLLP
● NetRevenue:US$2.4billion(2023)
● HQ:Chicago,Illinois,U.S.
● TopExecutive:SethSiegel(CEO)
● Servingacross:140countries
● WorkforceExpansion:56000
GrantThorntonUShaspromotedalotof professionals,announcing87newpartners, principals,andmanagingdirectorsacross variousservicelines.Additionally,thefirmhas recentlyappointednewleadersforspecific practices.
Besidesthat,thisisoneofthetopaccounting firmswhichrecentlyannouncedthelayoffof 350employees.So,itrepresentsabout3.5%of itsUSworkforce.Thisisduetoevolving demandsinafewbusinesssegments.Finally, thisreductionbringsthetotallayoffsin2023 toapproximately850.
8.ForvisMazarsLLP
● NetRevenue:US$2billion(2023)
● HQ:Springfield,Missouri
● TopExecutive:TomWatson
● Servingacross:100+countries
● WorkforceExpansion:7000
TheformationoftheForvisMazarsglobal networkmarkedasignificantdevelopmentin theprofessionalservicesindustry.Itcombines Mazars,aninternationalpartnershipoperating inover100countries,withFORVIS,oneof thetopaccountingfirmsintheUnitedStates.
Inadditiontothat,ForvisMazarshasfocused itscommitmentondeliveringanunmatched clientexperience.Interestingly,thefirmaims tolistenactivelytoclients’needsandadapt.It offersconsistent,high-qualityservices worldwide.Lately,leadersfromtop accountingfirmshavereaffirmedtheir commitmenttoprovidingappropriatesolutions toaddressthechallengesclientsfacein differentindustries.
9.CLA(CliftonLarsonAllen)
● NetRevenue:US$2billion(2023)
● HQ:US
● TopExecutive:JenLeary(CEO)
● Servingacross:130countries
● WorkforceExpansion:9000
CLAhasrecentlyexpandeditsportfolioby announcingtheacquisitionofRonaldBlue&
Co.CPAs,effectiveMay1,2024.Additionally, thiscompanyoffersover45yearsofexperience inaccounting,auditing,andtaxservices.Its teamaimstoenhancetheresourcesand solutionsavailabletoclientswithintheCLA framework.
Furthermore,thefirmhasmadesignificant stridesinitsorganizationalstructure,recently celebratingtheadvancementofover700 professionalsacrossvariousroles.Hence,this growthreflectsCLA’scommitmenttoinvesting initstalent.Thisshowshowleadershipskills arebuiltinclientservice.
10.BakerTilly
● NetRevenue:US$1.6billion(2023)
● HQ:MichiganAve,Chicago,IL
● TopExecutive:JeffFerro(CEO)
● Servingacross:141countries
● WorkforceExpansion:43000
BakerTillyhasmadeheadlineswithsignificant developments,includingastrategicinvestment fromprivateequityfirmsHellman&Friedman andValeasCapitalPartners.Hence,this investmentwasvaluedatapproximately$1 billion.
Finally,itwillenableBakerTillytobuyout retirementobligationsandimprovecapitalfor itspartners,positioningthefirmtobetter competeinthemid-marketadvisoryspace. Additionally,BakerTillyreportedarecord revenueachievement,surpassing$5billion globally,markingasignificantmilestoneforthe firm.
Conclusion
Intheend,wehopeyounowknowthatthetop accountingfirmsintheU.S.aremorethanjust industryleaders.So,theyareleadersin innovation,technology,andsustainability.So, whichfirm’sstrategyimpressedyouthemost? Ifyou’reeagertostayaheadofoneofthe10top accountingfirmsintheworld,keepexploring, keepquestioning,andmostlytakeaction,and followourbelowhandlesformoresuch interestingcontent.
President of Product and COO
Prema Varadhan
The Unseen Architect behind Temenos' Fintech Revolution
Whenconsideringaleaderwhoissubtly changingthelandscapeoffintech,onename standsout:PremaVaradhan Althoughshe doesn’tseekthespotlight,herimpactontheindustryis undeniable.AsthePresidentofProductandCOOof Temenos,Premahasdedicatedyearstoshapinga companythatiscontinuouslyredefiningthefutureof banking.However,herstoryextendsbeyondtitlesand products;itembodiesarelentlesspursuitofimprovement inanindustrythatrequiresconstantinnovation.
TheCoreofPrema’sLeadership
Premaisactivelyinvolvedinshapingthefutureoffintech. Everyday,sheasks,“Howcanwemakebankingbetter, faster,andsimplerforourcustomers?”Thisfocusguides herleadershipoftheProductandTechnologyteamsat Temenos.WhatsetsPremaapartisthatshedoesn’t prioritizetechnologyforitsownsake.Instead,sheis deeplyinvestedinunderstandingthechallengesbanks facetodayandfindingeffectivesolutions.
InanindustrywherebuzzwordslikeAIandblockchain arecommon,Prema’sapproachisstraightforwardand practical.Sheisdedicatedtomeetingbanks’needs, whetherthatmeansimprovingefficiency,boosting customersatisfaction,orcreatinginnovativebanking solutions.Sheseesthebigpictureandfocusesonwhat mattersmost.
FromDevelopertoLeader:AStoryofGrit
Premaearnedherleadershiprolethroughhardwork.She startedatTemenosasayoungsoftwareengineerandwas oneofthefirstdevelopersinTemenosIndia.Withouta bankingbackground,shefeltlikeanoutsiderinthe financeworld.However,thisessentiallyhelpedher.Prema viewedbankingwithfresheyesandlearnedasmuchas shecould.Shewantedtounderstandnotjusthowtowrite code,buthowthatcodecouldimprovebanking operations.
Hercuriosityanddeterminationquicklyledtosuccess.Injust afewyears,PremabecameatrustedvoiceatTemenos, especiallyinaddressingcustomerconcerns.Shefocusedon achievingresultsinsteadofbeingtheloudestpersoninthe room.Inbusiness,resultsmattermorethananythingelse.
ALaserFocusonSolvingCustomerProblems
DoyouwanttoknowwhyPremaisdifferent?It’sallabout herapproachtoproductdevelopment.Forher,it’snever aboutlaunchingflashynewfeaturesorfollowingtrends;it’s aboutaddressingrealproblemsforrealcustomers.Every productthatTemenosdeliversunderherleadershipis designedtomakelifeeasierforbanksand,byextension,their customers.
TakeTemenosPositions,forexample.Thisproductwasn’t createdsimplybecauseitwastrendy;itwasdevelopedin responsetobanksstrugglingwithoutdatedback-endsystems thatslowedthemdown.Premarecognizedthefrustrations banksfacedwhiletryingtomodernizetheirITinfrastructure withoutacompleteoverhaul.Shespearheadedthe developmentofTemenosPositions,providingasolutionthat enablesbankstograduallyupdatetheirsystemswithout disruptingtheiroperations.It’spractical,effective,andworks.
TheRealPowerofSaaS
Premaisnotonlyredefininghowbanksoperatetoday;sheis alsofocusedonthefuture.AsastrongadvocateforSoftwareas-a-Service(SaaS)banking,sheviewsitnotasamagic bulletbutasavaluabletoolforbanks.SaaShelpsthem reducecosts,streamlineoperations,andconcentrateonwhat theydobest:servingtheircustomers.
So,whatdoesSaaSoffertobanks?Italleviatestheburdensof managingtechnologyinfrastructure.Banksnolongerhaveto worryaboutservermaintenanceorhardwareupgrades;that responsibilityfallstoTemenos.UnderPrema’sleadership, Temenoshandlestheheavylifting,enablingbankstofocuson innovation.
Furthermore,SaaSnotonlysavesbanksmoneybutalso increasestheirspeed.WithSaaS,bankscanlaunchnew servicesmuchfasterthanbefore.Thisagilityprovidesa substantialcompetitiveadvantage,allowingbanksto respondswiftlyandeffectivelytomarketchanges.Prema hasbeenvitalinensuringthatTemenosremainsatthe forefront,alwaysreadytoprovidethelatestandmost effectivesolutionstoitsclients.
AClearVisionforCloudBanking
Premaismakingasignificantinvestmentincloud technology,andsheisn’taloneinthisendeavor.Banks worldwidearebeginningtorecognizethatpubliccloud solutionsprovideunmatchedspeed,security,and scalability.Underherleadership,Temenoshasbeenatthe forefrontofthistransformation.However,Prema’s approachisnotmerelyaboutfollowingtrends;sheislaserfocusedonwhattrulybenefitscustomersincloudbanking.
Temenoshasmadesubstantialinvestmentsincloud-native technologies,andforgoodreason.Premaviewsthecloud asthefutureofbankingandisdedicatedtopositioning Temenosasaleaderinthatfuture.Banksthattransitionto thecloudcanquicklyscaletheiroperations,adaptto evolvingcustomerdemands,andlaunchnewproducts morerapidlythaneverbefore.
WhatdistinguishesPrema’sapproachisherdeep understandingofthesecurityconcernsassociatedwith cloudadoption.Sherecognizesthatbanksmusthave confidenceinthesecurityoftheirdata.Toaddressthis, Temenoshaspartneredwithtop-tiercloudproviders, ensuringthatitscustomersbenefitfromthebestsecurity measuresavailable.UnderPrema’sleadership,Temenosis demonstratingthatthecloudisnotjustaviableoption;itis theoptimalchoiceforbanksaimingtothriveinadigitalfirstworld.
MakingAIWorkforBanks
Let’sdiscussartificialintelligence(AI).Premadoesn’t viewAIasjustabuzzword;sheseesitasatransformative technologythatcanrevolutionizehowbanksoperate. However,sheapproachesitwithcaution.Bankscannot affordtoadoptAIcarelessly;theymustensurethatits implementationisresponsible.
That’swhyTemenos,underPrema’sleadership,has investedmillionsinAIresearchanddevelopment.She prioritizescreatingAIsolutionsthatarenotonlycutting-
edgebutalsosafeandreliable.Thegoalis straightforward:touseAItoenhanceefficiencyand customerexperiencewithoutcompromisingsecurityor trust.
BanksutilizingTemenos’AIsolutionscanautomate processes,uncovernewinsights,andprovideimproved customerservice.Theyachievethisinacontrolledand securemanner,thankstoPrema’scarefulguidance.Sheis notfocusedonhype;sheisfocusedonachievingresults.
TheFinancialandEnvironmentalWin-WinofCloud Banking
UnderPrema’sleadership,Temenosisnotonlyfocused onfinancialreturnsbutisalsoaleaderinsustainability. Cloudbankingnotonlylowerscostsbutalsoreducesa bank'scarbonfootprint.Movingoperationstothecloud candecreaseenergyusagebyupto95%comparedto traditionalon-premisesystems.Thisisbeneficialnotjust forbusinessbutalsofortheplanet.
Premarecognizesthatbankstodayfaceincreasing pressuretocomplywithclimateregulations.Temenosis supportingtheminthiseffortbyprovidingmoreenergyefficientcloudsolutions.Thiscommitmentisnotjusttalk; Temenoshassuccessfullyreducedthecarbonimpactof itssoftwarebyover50%since2021.Thisisthekindof leadershipthattrulymakesadifference.
WhyPrema’sLeadershipMatters
Attheendoftheday,PremaVaradhan’sstoryextends beyondfintech;it’sfundamentallyaboutleadership.She hasdemonstratedthatyoudon’tneedtoshouttobeheard orfollowtrendstoachievesuccess.Whattrulymattersis focusingonsolvingrealproblems,deliveringtangible results,andstayingaheadofthecurve.
Premaisnotinterestedinfameoraccolades;herpriority isensuringthatTemenosremainsaleaderincloud banking,SaaS,andAI.Sheaimstocreateproductsthat areeffectiveinsolvingproblemsandhelpingbanksthrive inanever-changingworld.
Heruniqueabilitytocombineaclearvisionforthefuture witharelentlessfocusonexecutionmakesheroneofthe mostsignificantleadersinfintechtoday.AlthoughPrema Varadhanmaynotbeahouseholdname,sheis undeniablyaforcetobereckonedwithinthebanking sector
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