The Financial Technologist | The Top 1% Workplace Awards 2023 by harringtonstarr

The Financial Technologist ISSUE 3 .. 2023

THE TOP 1% WORKPLACE AWARDS 2023 Celebrating the trailblazers of financial technology

The Financial Technologist | Issue 3 | 2023

Contents 4

Welcome to The Financial Technologist Toby Babb, CEO, Harrington Starr Group

THE TOP 1% WORKPLACE AWARDS 2023

Meet the judges

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THE WINNERS The best start-up workplace The best workplace for technologists The best tech team The best emerging FinTech workplace The best workplace culture The best employee engagement Team excellence Business excellence The best workplace for change and transformation The best workplace for talent investment The best internal talent team The best employee onboarding experience The diversity, equity and inclusion award The best sales professionals The top 1% leaders of the year

FEATURES

Green initiatives in financial services Alie Marchand Sustainable Trading

Biased humans: the source and saviours of AI bias in FinTech Sirita Donaldson Finastra

Seismic: where collaboration meets career fulfilment Rachael Rowe Seismic

Pioneering innovation in compliance with AI integration David Haines SteelEye

OpenFin: transforming enterprise productivity with excellence, innovation, and team empowerment Adam Toms OpenFin Europe

Make a commitment change and treat it as a business issue Lisa Leid

Carbonplace thought diversity drives global Net-Zero ambition Scott W Eaton Carbonplace

Remote working in a post-pandemic world Mike Powell Rapid Addition

Creating opportunities without barriers at Tipalti Steve Hunt Tipalti

Menstruation and menopause at work half of all workplaces lack the features needed to manage pain and discomfort Motionspot

Contact Harrington Starr

Building a technology workforce strategy in financial services Rachel Collins EY UK

How Hokodo embeds value into day-to-day processes Lucy Heavens Hokodo

Building exceptional FinTech Workplaces: ten strategies for success Nadia Edwards-Dashti Harrington Starr Group

Have you helped someone today? Promoting growth through collaboration Trever Evans TS Imagine

Women in leadership Nadia Kowalska, Laura Chaput and Ngaio Halsey Keyrock

The top five things to look for in a workplace Yasmin Johal CMS

Embracing accessibility: my personal journey Kris Foster Open Book and Thredd

Navigating the future: how AI-powered chat platforms are reshaping financial markets Matthew Cheung ipushpull

Charting the AI frontier: a young professional's guide to navigating the digital landscape Krishna C. Nadella Sigtech

BMLL: a culture of excellence, innovation and collaboration Paul Humphrey BMLL Technologies

How Taskize’s client/FinTech collaboration drives talent innovation — and talent retention Kishan Bharwad Taskize

TOBY BABB, CEO, H A R R I N GT O N STA R R G R O U P

Welcome to the final Financial Technologist of 2023

his edition brings you the Top 1% Workplace Awards. Over the years we have recognised some of the very best and brightest businesses in the fintech space and shared some of the key ingredients to creating companies that consistently attract, engage and retain the best talent. On doing this, invariably the companies thrive and their performance, growth and innovation stand out. This year we interviewed a record number of companies for the awards and were incredibly impressed by the dedication shown to imagining and creating environments and cultures that really placed people at the centre of the story. Nadia Edwards-Dashti, Carl Charlson, Beth McKenzie and I spent a month asking 100 companies what set them apart in terms of culture and the key ingredients that made them a high performing workplace. They were inspiring, universally enjoyable and thought provoking and gave us all a confidence and energy as we spoke time and again to people who really seemed to care about creating environments that they would want to work in. These interviews were recorded and sent to our outstanding panel of judges who selected shortlists, highly commended and winners. Our judges give us an unbiased and independent view and represent some of the brightest minds and leading thought leaders in workplace culture. Not only that, their companies stand out as some of the most established in the world. We would like to thank them all for their time and effort in painstakingly making the difficult decisions about who stood out. The feedback from the judging panel, and indeed

our own thoughts from conducting the interviews, showcased a series of consistent themes that seemed prevalent in all of the best entries. I would like to use this introduction to share with you some of these to help you build teams, environments and culture that will help you stand out from your competitors.

Flexible working, table tennis tables, sleep pods, unlimited holidays have all been churned out in a race to create compelling and different workplaces, but these have become expected rather than innovative. Feedback from job seekers consistently tells us that gimmicks don’t make people stay in a company for the long term, often masking a toxic culture lurking beneath.

2023 has been characterised in the press as the year of tech layoffs. The hyperinflation of salaries in the space from 2021 and 2022 was expected to slow. To an extent it has, but the numbers certainly haven’t moved backwards in most areas. While headlines talk of a drop in employment levels, what is sure that in most areas of financial technology, a strong candidate with in-demand skill sets will almost certainly attract multiple offers.

On top of this, you are often competing for talent that can almost double their money by taking a role in a hedge fund or investment bank. They have increased pressure from the growing tech unicorns outside the fintech space. They will more often than not be selling a story with their offer that will be less than those offered by other companies. So how do you stand out? I remember some years ago speaking to David Harris of Baringa. Baringa have won numerous accreditations and awards for their culture and are seen globally as one of the best places to work in the world. David mentioned to me that the key to this success for Baringa, who boast incredible and consistent growth alongside the awards, was not one silver bullet but a thousand silver pellets. This resonated when looking at the applicants this year. They were relentless in looking at every area of their business and creating cultures that allowed people to thrive.

When those candidates are making a decision, there is often little to choose financially between the competing companies. All will have strong sells and compelling offering with good tech and great projects to offer. Standing out is hard, but some companies consistently do it better than the rest and seem to become magnets for the best talent. Throughout my 23 years as a recruitment consultant I have always loved asking a simple question when qualifying a job order from our customers. “If a candidate had three competing offers for the same money, why should they choose your company?”

That commitment to workplace excellence and a continuous culture of improving and putting people at the centre of decision making stood out. On listening back to the interviews and really thinking about what the golden threads were, 10 fairly clear themes emerged:

I am often surprised by the lack of originality, clarity and any form of unique employer value proposition (EVP) that comes through with generic prose about good tech, a great team and strong clients. I understand. It is hard to truly differentiate.

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1. World class communication and business transparency 2. Diversity of thought 3. Strong interview and onboarding processes 4. Outstanding and empathetic leadership 5. Clarity of mission and purpose 6. A well thought out process of improving individuals 7. An outstanding and engaged team and peer group 8. A product that makes a difference 9. Flexibility 10. Listening and feedback In various guises these emerged time and again. What had characterised earlier years of running these awards were gimmicks and crowd pleasing team bonding exercises, admittedly often used to build morale through the difficult Covid period. These were very much still there, alongside the obvious aspects of good packages, fair pay and opportunities to create equity within the business. But the authenticity this year of really thinking about the individuals in the team and creating bespoke workplaces to suit the differing needs of the whole team were evident. Communication was at the heart of all of the best companies. They crafted open cultures and multiple ways of communicating consistently with their team. They created channels for feedback and acted on the feedback provided. Leadership was open and approachable. They kept a transparent culture with clear communication of what was happening at all levels in the business. Diversity was also a common thread with thought again invested into the make-up of their team. Multiple layers of research have proven that

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Your success. Our business. 2024: The year of opportunity for financial technology. Now is the time to grow your teams;

TOBY BABB, CEO, H A R R I N GT O N STA R R G R O U P

diversity of thought and backgrounds create high performing teams. These companies embraced this and put diversity proudly at the heart of their people strategy. They think about how they are going to on-board the best talent and create interview processes that ensure a strong experience for the talent they are trying to connect with. The quality of the leadership was consistently of an extremely high calibre with proven leaders who were committed to the teams they were building. I had fascinating conversations on how people were investing in their teams. This has become far more than training courses and lunch and learns and far more about peer-to-peer learning, giving exposure and pathways along with the time to develop new skills. I loved hearing about how opportunities to work in other teams to gain cross functional skill sets had become more prevalent. Strong, engaged teams become magnets for talent and the best will attract more of the same. Talent density was often discussed with teams looking to create high barriers to entry to ensure intellectually thriving environments. Sales people are often motivated by different things to technologists. Both, however, are keen to work with products that are making a significant difference in their sector with real scope for growth and innovation. The best companies have products that create passion in their teams. They listened to their team and created two way channels for communication and leant into flexibility. While we have seen a rise in desire to see people come back to the office, there was a commitment to making that story work and flexibility a consistent theme.

to grow your career.

allow your people to thrive. We share many of the methods of these companies in the pages that follow. I urge you to read as many as you can and see how you can cherrypick the cream of the crop to incorporate into your businesses. I know I am trying to do the same in mine. To finish, a word on 2023 as we come to the end of the year and eyes turn to 2024. From a staffing perspective, it has been a fascinating year. We have seen the boom and wage inflation of 2022 tempered by tech layoffs and economic uncertainty on a macroeconomic basis in 2023. The competition for the best talent continues apace and globally, we remain incredibly skills-short in tech as innovation continues at an unprecedented pace. This time last year, we were just learning about generative AI and now it is on the radar of every board in the country.

CMY

I expect 2024 to see a modest recovery with an increased appetite to hire across the sector buoyed by election promises in both the US and UK. There remains significant dry powder in the PE and VC world and I expect to see more events in the year ahead. That will naturally increase competition again, put pressure on companies to retain talent and create a need to really sell your story as to why you are a great place to work. There has never been a better time to ensure your business is a Top 1% Workplace. What are you going to commit to, to ensure you stand out? As always, I am very happy to discuss, consult, help or advise. It is a subject I love talking about! Enjoy the pages that follow and thanks for reading.

It has been incredibly motivating speaking to these businesses and we would like to congratulate everyone who was shortlisted. In highly competitive fields there were many who didn’t win who still stood out. Thank you to everyone for sharing your time so generously and even more so for being committed to creating memorable working environments that

Best,

Harrington Starr Global experts in financial technology G L O B A L recruitment L E A D E R S I N 6

info@harringtonstarr.com

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THE TOP 1% WORKPLACE AWARDS 2023 G L O B A L

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Meet the Judges DAVIDWILLIAMS

Cecil Adjalo

UK Banking and Capital Markets Technology Consulting Leader, EY

Co-Founder and COO, Foundervine

David is a Partner in Financial Services Technology Consulting practice, leading technology consulting and delivery for EY’s Banking and Capital Markets clients. He joined EY in 2005, and previously held roles in strategy, technology and operations at energy trading and investment banking organisations. During his time at EY he led the EMEIA graduate programme and also created the Devi Programme, EY’s development programme for aspiring female technology leaders.

Lona Mozumder Head of Sales for Americas – Trading and Analytics, London Stock Exchange Group

Co-Founder and Chief Customer Officer, Harrington Starr Group

Financial Services Global Lead and Public Speaker Leveraging over 25 years in Financial Services, Kate fosters impactful outcomes through her global leadership and adept networking. She excels in translating vision into results by unifying diverse stakeholders, utilising storytelling for rapid understanding, connection, and alignment. Throughout her career, Kate's focus on cultivating high-performing teams, maintaining boundless curiosity, embracing a growth mindset, and simplifying complexity have all been a constant thread.

Nadia boasts 18+ years in FinTech recruitment, helping 2000+ people find jobs. As host of 'FinTech's DEI Discussions' and author of 'FinTech Women Walk the Talk', she champions gender equality, driving award-winning campaigns including the 'The Talent Equity List'. A recipient of numerous accolades, an Industrial Fellow at the University of East London, and Forbes. com contributor.

Cecil specialises in business intelligence and strategy, recognised for his innovative work. Nominated for the Black Tech Awards, he's a leading BAME figure in UK tech, championing diversity and social impact.

YASMIN JOHAL

Associate, CMS

Yasmin specialises in UK & UAE regulatory matters, focusing on crypto and FinTech. With diverse experience in investment banking in the UK and US, she contributes to CMS' Crypto & FinTech practice in Dubai. Yasmin is a recognised thought leader in diversity and inclusion, earning awards for her work in FinTech and D&I.

Co-Founder and Chief Executive Officer Harrington Starr Group

David Harris

Head of Banking and Markets, Baringa Partners Since 2001, David has excelled as a Financial Services Management Consultant, contributing significantly to Baringa's success since joining in 2007. Leading the Banking & Markets Practice, he played a key role in the firm's growth and development, demonstrating leadership in Baringa's award-winning People and Culture Proposition. With a unique and successful consulting background, David continues to hold crucial internal leadership roles at Baringa.

Ollie Cadman

Chief Executive Officer, The Realization Group

Holly Quincey Chief Talent Officer, Lloyds Banking Group

As Chief Talent Officer at Lloyds Banking Group, Holly integrates tech and talent acquisition to enhance candidate experiences. Experienced in AI implementation at Bayer, she now focuses on early careers, future skills, demand planning, talent pooling, and building a top-tier recruitment team at LBG.

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Toby Babb

Nick is a global talent attraction expert, has seamlessly navigated executive roles at Man Group, KPMG, and EY across the UK, US, and Australia. Beyond her professional achievements, Nick chaired London's Women's Business Network and is an avid Ironman triathlete with races on six continents. Leading KPMG's triathlon club and serving as a director for Triathlon England, she now contributes her skills to WILD - (Women in Listed Derivatives).

Global Head of Talent Acquisition, Marex

Lona is the Head of Sales for Americas – Trading and Analytics at London Stock Exchange Group. Before joining LSEG, she led sales at OSTTRA and worked at Citibank and BNP Paribas. Additionally, serving as a Board Director for Women in Financial Markets, she manages digital strategy, expanding the organisation's footprint, growing the member base, and fostering event partnerships.

Nadia Edwards -Dashti

Kate Bohn

Nick Dennes

Ollie joined The Realization Group to fuel scalable growth amid rapid expansion. Prior to joining TRG includes a series of pivotal senior roles in exchanges, banks, and FinTech firms. Among his recent positions was Chief Product Officer and General Manager, EMEA at Eventus. Before that, Ollie navigated the realms of product management and business development with notable stints at ICE, Morningstar, JP Morgan, and LSEG.

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Toby has worked in FinTech recruitment for a quarter of a century. Alongside this, he hosts FinTech Focus TV, regularly speaks at industry events worldwide and moderates panels in financial technology. Toby is a multi-award winning recruitment leader and a well-known FinTech figure.

SIRITADONALDSON

Head of Diversity, Equity and Inclusion, Finastra As Finastra's Head of Diversity, Equity, and Inclusion, Sirita leads global efforts to make the company the most inclusive in financial services. Her passion extends to empowering others in the evolving digital landscape. A board member of the Atlanta Women’s Foundation, she actively engages with her community, driven by the belief that “a successful life must include service to others".

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THE TOP 1% WORKPLACE AWARDS 2023

THE BEST START-UP WORKPLACE

THE BEST WORKPLACE FOR TECHNOLOGISTS

Catch showed real passion and energy when talking about their business. They place a real focus on culture and D&I. This foundation becomes a magnet for top talent, crucial for supporting the organisation’s mission and purpose. Catch empowers their teams, listens to them and clearly ‘walk the talk’ in the way that they ‘show up’ and work together. Catch has alignment between the company's values and the values of the individuals which enables the teams to bring the very best of themselves to work each end every day. Catch sounds like they have a stand-out culture underpinning a great business!

From last year’s honourable mention, 28Stone went out of its way to review how the company might enhance its workplace for technologists. They’ve launched a programme driven by employee input, focusing on career advancement, allowing technologists to lead without traditional management duties while increasing the training budget. Creating “Lethal Lab”: a playground for technologists to experiment with cutting-edge technologies to boost confidence in internal technologists and help clients with new opportunities or challenges. This employee-centric approach emphasises a strong commitment to shaping the company culture, as well as to the needs and aspirations of its people.

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HIGHLY COMMENDED

Greengage prioritises individuality and amplifies voices, fostering a culture where everyone is heard. The emphasis on learning and development, particularly investing in personal and career growth, is a standout feature. They have an active support infrastructure for individuals which is a key tenet to creating a safe and empowering culture for development. The support Greengage provides its people through HR and line management on things like mental health and other critical areas is outstanding.

SHORTLISTED

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HIGHLY COMMENDED

OpenFin greatly contributes to psychological safety, diversity and accessible leadership teams. Specific praise for their growing commitment to building by offering work Experience to local school children as well as giving them the chance to return for additional time. Additionally, their ability to embrace the development of their staff by:  Their investment in Udemy, which supports the creation of individual, personalised development programmes.  People manager training in support of good mental health. Keep up the good work!

SHORTLISTED

THE TOP 1% WORKPLACE AWARDS 2023

THE BEST TECH TEAM

THE BEST EMERGING FINTECH WORKPLACE

LiquidityBook’s focus on productivity over size resonated the most. Their commitment to remaining a compact, efficient unit not only enhances the quality of their work but also serves as a safeguard against burnout. In a landscape often driven by the pursuit of expansion, LiquidityBook’s strategic decision to stay small speaks volumes, resonating with a philosophy that prioritises excellence and well-being in equal measure.

We really enjoyed listening to the two representatives express their organisation's values and principles. The points that stood out were their purpose-driven business, their peer-nominated awards and their core values, which include taking ownership, being respectful, being bold and embracing change. We were inspired by the efforts they put in to creating a “sense of belonging” by fostering a transparent workplace culture. Not only this, but they have a serious focus on wellness with their series of benefits which includes mental health days.

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TS Imagine’s commitment to innovation and proactive adoption of meaningful ideas set them apart. The team’s dedication not only to technological advancement but also to fostering a sense of empowerment among its members was evident. TS Imagine’s approach instils a belief that every team member can contribute significantly, making a tangible impact. Their blend of creativity and practicality makes them a standout contender in the tech landscape.

SHORTLISTED

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HIGHLY COMMENDED

What stood out to us about Hokodo was their core values to build a great working culture by owning the outcome, trusting and being trusted and no ‘bullshit’. We really liked how Lucy presented the ways in which they live and breathe these values from the very start at the recruitment stage. Their efforts in creating an environment of transparent career mobility and knowledge-sharing really stood out to us.

SHORTLISTED

THE TOP 1% WORKPLACE AWARDS 2023

THE BEST WORKPLACE CULTURE

THE BEST EMPLOYEE ENGAGEMENT

There are two reasons why FreeMarket got our votes: their transparency around equal pay and their support to their employees. Their transparency around pay makes conversations easy and ensures they are all remunerated for what they deserve. Our favourite was their six extra care days, especially when there is a legislative change to ensure people with caring responsibilities are given the support they need. We love that you can use the six extra days for any reason needed and with full support from management.

Cassini have clearly thought hard about how to create a great environment for their team. They work with complex technology and create engagement with the quality of the team around them. The 3T strategy of Trust, Transparency and Teamwork gave them the edge in a highly competitive category. Open communication, trust in their technologists and a strong emphasis in teamwork have created an engaged team where they have proven their ability to attract world class talent and improve the skill sets of all staff. A great place to work and a deserved winner in this category.

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This team has fostered a workplace where every member has a voice and feels like a valued part of the company’s growth and family. Their commitment to diversity is evident in their KPI reporting on people strategy, boasting a remarkable 43% female representation and a balanced 50% split on experience levels. Furthermore, their dedication to personal development plans and a robust mentorship program ensures alignment for seamless succession planning. It’s a testament to their inclusive and forward-thinking workplace culture.

This team fosters a collaborative environment through social, volunteering, and ESC culture, ensuring inclusivity. The commitment to professional development is evident, in a CEO who actively engages with the staff. Notably, their dedication extends to policy updates that prioritise inclusivity, addressing aspects like menopause, enhanced maternity, and support for forces reserve work. The thoughtful distribution of options ensures that every team member is not just a part of the organisation but actively involved in its growth.

This team’s workplace culture stood out remarkably. Their commitment to fostering a robust environment is evident through their emphasis on promoting good behaviour and the active encouragement of open communication in various forms. The team’s dedication to the values of asking and listening, along with their strong cultural foundation, has undoubtedly contributed to their recognition as a highly recommended entity for the Best Workplace Culture.

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Paydock takes pride in its commitment to honesty. They diligently cultivate a transparent culture by fostering meaningful human relationships among colleagues and staff, resulting in a strong sense of togetherness. This environment enhances their dedication and loyalty and benefits colleagues and customers alike with a heightened focus on valueadds.

StarCompliance has invested heavily into their employees and truly value their opinion. They understand the importance of reviewing this continually, conducting multiple feedback surveys per year and having clear review structures in place. Alongside this, they do several initiatives across multi-departments where goals and targets are shared and updated accordingly as well as including employees from different departments in promotion reviews as they are all about creating a stable, consistent environment.

Commcise do a superb job at creating exceptional engagement for a global team, with communication very much at the centre of their strategy. They give trust and autonomy to their team and have a leadership team fully invested in their staff. It was especially pleasing to hear from newer starters in the business about how different the environment was and the level of warmth they feel through the onboarding process. A really strong engagement strategy.

Polysign are working in one of the most rapidly changing and innovative sectors of financial services and are ahead of the game in innovation and creativity. Their work matters and they have created an incredibly impressive team who are united by the opportunity and challenge ahead of them. An impressive job at building an engaged and highly productive workforce.

THE TOP 1% WORKPLACE AWARDS 2023

TEAM EXCELLENCE

BUSINESS EXCELLENCE

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Gold-i prioritises colleagues, fostering an engaged and collaborative team, as they believe a happy team ensures satisfying clients, driving business growth. Gold-i fosters a values-driven culture, where principles translate into daily life, prioritising colleagues and their well-being, and the company shows steadfast support. Gold-i has regular support meetings and lively town halls, further strengthening their team spirit. They've not only retained clients but also attracted new ones because of their dedicated staff. Gold-i looks after their staff, and in turn, Gold-i’s staff look after their clients. Winning awards for innovation and even meeting the late Queen underscores their achievements.

Trever’s standout presentation showcased a close-up of his company’s culture and operations emphasising collaboration and communication; the impressive employee engagement scores reflect this. The internal mantra: "Have you helped somebody today?" fosters community spirit. Trever’s detailed structured internal mentoring and prioritised onboarding are crucial for development and retention. We chose Trever's organisation as the winner primarily for its comprehensive insights into culture, collaborative and analytical approaches, onboarding, mentoring initiatives, and genuine passion. The strong focus on DEI demonstrates social responsibility. Their ability to scale while preserving robust internal culture suggests wise growth.

HIGHLY COMMENDED

OpenFin's excels in tangible successes, impressive partnerships, and clear product vision, driven by an exceptional team. What distinguishes them is a commitment to giving employees a voice, and actively addressing feedback through tools and surveys. High scores in leader integrity, availability, and psychological safety demonstrate an open and inclusive workplace culture, and OpenFin’s efforts to improve upon their weaker areas are fantastic to hear about.

SHORTLISTED

(Both Data & Client Delivery Team Shortlisted)

HIGHLY COMMENDED

ViewTrade excels with a diverse, client-focused workforce and a resilient history. Its hybrid work model fosters autonomy, leading to career-defining moments. Despite a short tenure, Lakshey expresses attachment. The company’s endurance through crises, decade-long employee retention and recognition as a bootstrapped success highlight its strength and independence. Overall, Viewtrade’s enduring presence and adaptability in overcoming challenges are commendable.

SHORTLISTED

SHOWCASING THE INNOVATION OF THE FOREMOST FINANCIAL TECHNOLOGY PIONEERS.

THE TOP 1% WORKPLACE AWARDS 2023

THE BEST WORKPLACE FOR CHANGE AND TRANSFORMATION W I N N E R

Quor Group’s inspiring vision and powerful backing point to an extremely exciting period for the business. They will undoubtedly appeal to change and transformation professionals looking to help steer a business through a dynamic period of growth. A highly skilled and experienced leadership team are clearly committed to creating an outstanding workplace by bringing in outstanding, specialist talent and giving them the space and autonomy to thrive. This is a business set to have an exceptional 2024 with big news to share in the coming months. A very exciting application and hugely deserved win.

FINTECH FOCUS TV, HOSTED BY TOBY BABB, CEO OF HARRINGTON STARR GROUP

HIGHLY COMMENDED

Carbonplace are working to support a global ambition to halt climate change. They have created an environment where everyone is encouraged and able to make a difference both to the company and the industry they are serving. Everything they do is to change and transform the business approach to carbon markets and bring about meaningful change to climate. They are creating new market infrastructure in a way to promote positive change within a quieter area of the market.

To share your story, get in touch: marketing@harringtonstarr.com

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Catch's commitment to nurturing employee growth and transformation sets them apart. They believe in hiring individuals to help build the company and empowering them to advance their careers within the organisation. Catch invests significantly in tools and opportunities for employee development, such as yearly learning and development stipends that can be used for educational and career development purposes. They've recently introduced a mentorship program to pair people managers with certified mentorship coaches, offering valuable industry insights. For Catch employees, working at a start-up is synonymous with embracing change, and their commitment to transforming their product and employees is a standout.

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Unlock inspirational DE&I stories from our industry-leading guests and

discover how to #WalkTheTalk for inclusion within financial technology and beyond. With Nadia Edwards-Dashti and Harrington Starr

THE TOP 1% WORKPLACE AWARDS 2023

THE BEST WORKPLACE FOR TALENT INVESTMENT W I N N E R

It was clear from Polysign that their submission that they have positioned the wellness and satisfaction of their employees at the core of their business, and the wider recognition that this is a key driver in success for their clients and investors. The bottom-up approach, providing autonomy for employees throughout the organisation at all levels to make decisions and have an impact leads the way for successful growth built on the fundamentals of transparency, accountability and trust.

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We want to express our sincere appreciation to BMLL for their unwavering commitment to prioritising employee satisfaction and investment, particularly during a substantial phase of growth. It’s commendable how they’ve managed to uphold these crucial aspects, which can often be unintentionally side-lined amidst expansion. This dedication speaks volumes about their holistic approach to fostering a thriving work environment.

Keen to feature on the show? Get in touch:

Marketing@HarringtonStarr.com 24

SHORTLISTED

THE TOP 1% WORKPLACE AWARDS 2023

THE BEST INTERNAL TALENT TEAM

THE BEST EMPLOYEE ONBOARDING EXPERIENCE

The winning team stood out with their personalised boutique strategy, being a small yet effective team. Their recruitment expertise, coupled with a commitment to diversity, elevates the significance of their small yet powerful approach. It’s evident that this team’s approach reflects a genuine commitment to excellence.

Calastone wins this award for the third year in a row. Their commitment to improving the onboarding process shone through. The results they've achieved, such as low attrition rates and positive feedback from employees who have had an excellent onboarding experience highlights the company’s strength in this area. They were outstanding in their willingness to continually learn and adapt. Their comprehensive onboarding process includes steps such as blind CV recruitment, a warm welcome for new hires, equipment requests for home setups, ongoing support, and catch-ups. They follow an intricate checklist that can be tailored for the individual. This showcased their commitment to building a positive and inclusive onboarding experience for all.

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We are pleased to commend Insurance Quantified for its exceptional Talent Aquisition team and its dedicated employees. Their rational and innovative approach to hiring sets them apart, demonstrating a fresh perspective on the recruitment process. Their application of surveys reflects a commitment to understanding and meeting the evolving needs of both employees and the organisation. We acknowledge their outstanding efforts, which undoubtedly contribute to the success and vitality of the entire team.

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Cashflows has taken significant steps in advancing its people strategy, particularly in crafting a personalised and business-aligned learning and development strategy which starts within their onboarding. From day one, they value individualised talent development and personal experiences for their employees. They create personal development plans for each employee as part of the annual review process, aligning them with succession planning. They have clear structures and checklists for what needs to happen from the contract to the first day and beyond.

At KeyRock, they have shown no signs of slowing down in a market in the middle of “The crypto winter”. Despite this, the digital assets market-maker is choosing to ignore the trends and continue their growth. With a highly collaborative yet remote-first policy, they put their employees at the forefront of everything they do. Starting from the initial call with the internal recruitment team to touching down for their induction in Belgium and beyond, KeyRock make the employee onboarding as smooth, engaging and welcoming as possible.

THE TOP 1% WORKPLACE AWARDS 2023

THE DIVERSITY, EQUITY AND INCLUSION AWARD

THE TOP 1% WORKPLACE AWARDS 2023

THE BEST SALES PROFESSIONALS

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We loved learning about Metro Bank’s impressive DEI initiatives and the dedication of employees like Stephanie, who balance leadership roles in resource groups with their daily jobs. The Family Network group, accreditations, policies, and Metro Bank’s focus on psychological safety showcase their commitment to fostering inclusion. The company’s positive approach sets a blueprint for creating a lasting culture of belonging. Inclusion isn’t just a concept — it’s a continuous action at Metro Bank, demonstrating their commitment to sustainable change.

In a competitive category, BMLL’s compelling narrative for attracting and retaining the best salespeople stood out. They have an outstanding product backed by an exceptional technical team. Strong funding is combined with a huge and viable market to sell to. Importantly; the team are listened to, backed and valued, and there is a special culture in the business. The team clearly enjoy what they are doing and are given opportunities to organically grow and develop. It's an exciting time for the business and truly a great place to work with colleagues who are very much at the top of their game.

HIGHLY COMMENDED

WealthKernal has made strides with its gender and nonbinary diversity numbers. We commend their efforts to ensure all voices are heard through their blogs and diversity committees. We were inspired by WealthKernal leaning into more flexible working models, be it part-time hours or flexibility on when you work based on work-life balance priorities. Working for an organisation that is committed to open communication, accessible leadership, employee development and recognition is hard to come by. Kudos to them.

SHORTLISTED

HIGHLY COMMENDED

Seismic prioritises in-person relationship-building fostered by their investment in numerous inperson events and their annual event in San Diego, which fosters a strong sense of unity. Alongside this, they promote flexibility and hybrid working to support all members. Seismic conduct a biannual employee survey, actively acting on feedback. Their commitment to diversity, equity, and inclusion is exemplified by nine "communities of belonging" that include members and allies. They also support family planning and fertility programmes. Their commitment to recharge weeks, mentoring programs, leadership development, executive coaching, and their feedback-centric approach sets them apart.

THE TOP 1% WORKPLACE AWARDS 2023

THE TOP 1% LEADERS OF THE YEAR Matt Smith CEO, SteelEye

Flavilla Fongang

Founder of 3 Colours Rule and GTA Black Women in Tech Flavilla Fongang is a multi-awardwinning entrepreneur. Computer Weekly has recognised her as the UK's most influential tech woman and she received the Entrepreneur of the Year honour at The BTA Awards 2023. As an international keynote speaker, CEO of a branding agency, and founder of GTA Black Women in Tech, shes known for her brand strategy expertise and work as a change-maker for inclusion in business. Mercedes Benz included her in the "She's Mercedes" businesswomen list and she earned a spot among LinkedIn's most influential businesswomen. Her story of entrepreneurship, leadership and change-making was recently celebrated in The Times.

Paul Humphrey

Mike Powell

CEO, BMLL Technologies

CEO, Rapid Addition

Paul leads from the front and is extremely accessible as a senior executive. Leading the business through significant funding, Paul will never ask the team to do something he wouldn’t do. He has vast experience and is constantly looking for opportunities to give people the support and trainingthey need to grow. He has built a team of super smart professionals and invests time and effort to help them rise to the highest levels they can. A truly inspirational role model.

Arriving just as COVID gripped the world, Mike has been fundamental to a stunning growth story for Rapid Addition both domestically and internationally. 2023 saw business expand its footprint in North America. With a remote first, global team, Mike has worked tirelessly to create a strong culture and clearly cares deeply about building talent rich teams that are trusted to produce outstanding results.

Stephanie D Carr Enterprise Architect, Metro Bank

Stephanie's willingness to share personal experiences to improve the workplace stands out. Her dedication to driving improvements and her vital role in managing her D&I responsibilities on top of her day job. As interim chair for the M Family network, Stephanie has led significant, tangible changes, partnering with organisations like Working Families to enhance policies and benchmarking. In all aspects of D&I, Stephanie consistently contributes valuable ideas and encourages inclusive discussions. Her collaborative approach and contributions to Metro Bank and the broader community are celebrated widely across the company.

Amrish Ganatra

Natalie Wood

CEO, Commcise

VP Engineering, Hokodo

Amrish is greatly respected by the team at Commcise and especially across the industry. In a business spanning three continents, he has created a superb working culture of collaboration and outstanding levels of engagement. There is a clear value proposition in the business and high barriers of entry to ensure a skilled and quality team that has allowed the levels of performance the team has managed to achieve in recent years. Amrish exudes a confidence that permeates the team, creating a business that will continue to go from strength to strength.

Natalie has made significant contributions in the field of neurodiversity. She courageously embarked on a personal journey of self-discovery, realising her own autism, and is now actively working to raise awareness and create a more inclusive world. She is a seasoned technology leader with extensive experience in engineering and quality engineering, known for establishing teams, strategies, and processes from scratch. She is dedicated to facilitating individual contributors' and managers' growth and development.

Biased humans: the source and saviours of AI bias in FinTech

■ Facial Recognition: San Francisco banned facial recognition in 2019 due to its inaccuracies with dark-skinned individuals and women. ■ Housing: AI tools have been implicated in housing discrimination, affecting tenant selection and mortgage qualifications. ■ Hiring and Lending: AI has perpetuated bias in hiring processes and financial lending.

Sirita Donaldson Head of Global Diversity, Equity & Inclusion, Finastra

rtificial Intelligence (AI) is no longer a futuristic concept. It is embedded in our daily lives. From our smartphones to our workplaces, AI has become an omnipresent force driving innovation and growth in the FinTech industry and other sectors. However, as we navigate the ‘GenAI’ era, we must also confront the uncomfortable truth: AI systems, despite their potential, can mirror our own biases. These biases can inadvertently amplify existing systemic prejudices, leading to disproportionate and unfair outcomes for minority populations. Understanding AI Bias AI bias isn’t an abstract idea; it’s a concrete issue with discernible causes and

impacts. It arises when an algorithm, is influenced by flawed assumptions during the machine learning process and produces prejudiced results. In the financial sector, this could mean unfair loan denials or higher insurance premiums for certain demographic groups.

Real-World Examples of AI Bias AI bias has manifested in several real-world scenarios, negatively affecting minority groups: ■ Job Applications: Amazon’s resume-reviewing programme discriminated against women for technical roles in 2015.

“AI systems, despite their potential, can mirror our own biases. These biases can inadvertently amplify existing systemic prejudices, leading to disproportionate and unfair outcomes for minority populations.”

■ Healthcare: Technological advancements intended to benefit all patients have inadvertently deepened healthcare disparities for people of colour.

implemented. In other words, while we may unconsciously introduce bias into AI systems, we also have the power to recognise and correct this bias.

These examples highlight the urgent need for measures to address AI bias in order to ensure fairness and equity.

Steps Towards Eliminating AI Bias ■ Education & Transparency: We don’t know what we don’t know and that can be the source of fear for many people. Help increase the understanding of AI and its implications by providing ongoing education for your people and share how you are using AI in your organisations. AI systems should be transparent and their decisions explainable. This builds trust not only in your people but in your customer base as well.

Impact of AI Bias in Financial Services The implications of AI bias in financial services are farreaching. It can perpetuate existing inequalities, undermine trust in financial institutions, and even lead to regulatory scrutiny. The Role of Humans in AI Bias As humans, we are both the source and the solution to AI bias. Our biases can seep into the AI systems we design and train. The AI system then learns from the data and replicates these biases. However, humans are also responsible for ensuring responsible and ethical AI practices. This is because we design and control these AI systems. We decide what data they are trained on, how they are used, and how their recommendations are

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“Help increase the understanding of AI and its implications by providing ongoing education for your people and share how you are using AI in your organisations. AI systems should be transparent and their decisions explainable.”

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■ Diverse Data & Diverse Teams: Use diverse and inclusive data sets, including data from all demographic groups and ensuring that minority populations are adequately represented. And the same goes for your teams, it’s imperative that a diverse range of voices are included in discussions about AI and its governance to ensure that the benefits of AI are shared widely, and potential harms are anticipated and mitigated.

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■ Monitoring & Regulation: Implement regular auditing and continuous monitoring of AI systems to detect any patterns of prejudice or discrimination. And more importantly, enforce regulations to prevent misuse of AI, address bias and discrimination, and penalise those that fail to address these issues. By taking these steps, we can help shape a future where GenAI is used responsibly and ethically. Conclusion As we usher in the era of GenAI, it’s crucial to remember that we, as humans, have a responsibility to ensure our AI systems embody fairness, ethics, and responsibility as much as they do innovation. By being intentional and taking proactive steps to eliminate AI bias, we can prevent our past human shortcomings from being perpetuated. It is essential that our technologies reflect our most deeply held values keeping diversity, equity and inclusion at the forefront.

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seamlessly, which is why collaboration is at the core of our products.

Rachael Rowe Regional Vice President, Seismic

n today's competitive job market, finding the right company in financial services to build your career in can be a daunting task. But for those seeking a workplace that values collaboration, embraces a positive vision for the future, aligns with your values, promotes diversity and inclusion, supports personal and professional growth, and offers a unique range of benefits, look no further than Seismic. As the Regional Vice President for this sales enablement software, I am thrilled to share why I believe Seismic stands out as the best company to work for. Collaboration is in Our DNA Seismic is the global leader in enablement, and collaboration is

woven into the fabric of our company. Our employees collaborate throughout the organisation, and this collaboration extends beyond their immediate teams. This is not just a slogan; it's a way of life at Seismic. As someone leading a sales team, I have personally experienced how the spirit of collaboration permeates our daily work. At Seismic, we understand that the best ideas often emerge when diverse minds come together. Our products, which enable organisations to better engage with their customers, are a testament to this commitment to collaboration. We believe in creating products that empower teams to work together

Seismic: where collaboration meets career fulfilment

A Positive Vision for the Future One of the reasons Seismic is the best company to work for is the unwavering confidence our employees have in the company's future. According to our bi-annual employee survey, an impressive 85% of our team members believe Seismic is poised for substantial success in the coming years. This high level of confidence reflects the remarkable growth and achievements that Seismic has experienced. We owe this positive vision to the transparent and authentic communication from our executive leadership, which includes monthly "All Hands" meetings and town halls. This open dialogue fosters trust and alignment throughout the organisation, ensuring that every member of our team feels connected to our shared goals. Values Aligned with Employees At Seismic, our company values are not just words on a wall; they are deeply integrated into our daily work and culture. These values were developed in collaboration with our employees, who helped shape them based on the actions they were already displaying or aspired to achieve in their work. To reinforce these values, we regularly highlight stories of how they come to life within our organisation during All Hands meetings and internal Slack channels. This ongoing conversation ensures that our values remain a guiding force in everything we do.

“We believe in building a career lattice where our team members continually gather skills to ensure they remain agile and adaptable in the everchanging business landscape.” Respect, Inclusion, and Feedback Respect and inclusion are not optional at Seismic; they are fundamental to our company's DNA. We have made a firm commitment to diversity, equity, and inclusion, reflecting the diverse backgrounds of our employees, customers, and partners. We actively track our progress against three-year goals, share representation metrics transparently, and support nine communities of belonging (employee resource groups). Moreover, our all-employee survey provides a confidential platform for feedback. This data is used to develop action plans for continuous improvement at both the company and team levels, ensuring that every voice is heard and every idea is valued. Supporting Personal and Professional Growth Seismic's mission is to "ignite growth," not just for our customers but also for our employees. To support this growth, we have introduced a performance management strategy grounded in continuous feedback. Additionally, every employee has the opportunity to invest $1,000 USD per calendar year in external development opportunities, furthering their

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learning and career growth. Our mentorship program facilitates peer-to-peer coaching, allowing employees to collect skills that will propel their future success. We believe in building a career lattice where our team members continually gather skills to ensure they remain agile and adaptable in the ever-changing business landscape. CEO as a Role Model Our CEO and co-founder, Doug Winter, serves as a shining example of Seismic's values. Doug embodies our commitment to understanding the perspectives of our employees and customers, championing excellence, fostering inclusivity, and celebrating our collective successes. He listens, learns, and leads with humility and pride, making him a true role model for all of us at Seismic. Unique Benefits and Compensation Seismic offers an array of unique benefits and compensation packages that truly set us apart. From equity ownership for all employees to an end-of-year recharge week and free in-office lunches, we go the extra mile to make Seismic a loved workplace.

the diverse needs of our employees and their families. We also prioritise mental health and wellness, offering free counselling, mental health webinars, and a Headspace meditation app subscription to all global employees. Flex Appeal for All Seismic demonstrates its commitment to employee well-being by maintaining a hybrid work schedule that emphasises flexibility. This flexibility allows our employees to balance work and life effectively, ensuring they can perform at their best, regardless of location. We've also invested in wellness initiatives, offering free Headspace and expanding mental health benefits through the Lyra wellbeing platform. These accommodations have supported our employees' mental and emotional well-being during challenging times. In conclusion, Seismic is not just a workplace; it's a vibrant community of like-minded individuals who share a passion for collaboration, growth, and inclusivity. Our commitment to our employees, our values, and our unique range of benefits make Seismic the best company to work for. If you're seeking a company that invests in your future, celebrates your individuality, and embraces a culture of continuous improvement, join us at Seismic where together, we'll ignite growth and shape the future of enablement.

Our global inclusive fertility and family planning benefits cater to

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Building a technology workforce strategy in financial services

he race for talent, a shift to hybrid working, and skills shortages are all forcing organizsations to adopt new ways of working, business models and approaches to recruitment and retention. This is especially true in the technology industry, where the demand for specialised roles and skills are evolving at an unprecedented rate. The explosion of generative AI, adoption of cloud and changing customer expectations are leading to profound changes for business operating models as well as increasing the need for technologies. As these advances are integrated into organisations’ operating models, they are faced with bringing onboard new employees with the appropriate skills, or upskilling/reskilling those already within the business. It is important that this demand for change is viewed in the context of the challenging current economic environment. While the instinctive response from organisations might be to make changes to the tech workforce to achieve short-term stability, the priority should be on optimising tech talent as part of a longerterm transformational process — aligning workforce strategy with the business strategy using the following key approaches. Strategic workforce planning By determining the impacts that

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emerging technologies will have on both short term and longerterm skillset requirements, organisations can build a view of surpluses and/or gaps. Strategic workforce planning can help realise multiple benefits, including reduced hiring/exiting costs and a de-risked location strategy. Capability strategy While the development of technical skills may well be front of mind, businesses are also placing growing importance on ‘soft’ skills such as adaptability, leadership and critical thinking. By understanding key skill requirements, organizations can assess their current capability using skill inferencing technology to identify gaps against their frameworks to enable them to prioritise areas either for new talent or for reskilling/upskilling. Talent intelligence Leveraging the global talent market has become a viable strategy for building a sustainable workforce due to the increase in remote working, causing businesses to place their location strategy higher on the agenda. Making choices based solely around cost may lead to concentration risk fuelled by labour arbitrage — resulting in increased competition for talent. Talent intelligence can be successfully implemented by considering the wider business strategy when deciding the optimal location(s) to build skills.

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Rachel Collins, Director, People Advisory Services, EY UK LLP

Organisation design Technology now sits at the forefront of an organisation’s strategy and operations and is often the driving force behind transformational efforts that scale across the business. For this reason, tech teams should be moving from a traditional, siloed approach and are embracing agile or platform-based structures to better enable them to respond to change. Conclusion Creating a successful workforce strategy for the tech function begins with directly understanding future talent requirements based on changing demand. Following this, it’s possible to examine which skills are required and whether to bring in new talent, upskill/reskill existing talent or buy in expertise. Implementing the four aforementioned strategies will allow businesses to create a future-focused and robust technology workforce that can adapt to the rapidly-changing market and external pressures.

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How Hokodo embeds value into day-to-day processes

But sometimes, you land a job at one of these businesses, and quickly learn that they’re all talk. This can be really disappointing for a new starter – especially if one of the reasons you joined is because the company values resonated with your own. Other times, though, you stumble upon a company that truly lives their values every day; not just at company away days, and definitely

Once they’ve proven they’re a good addition, the onboarding process teaches new joiners more about how we work and what we value. It’s a great way of getting buy-in from new starters right from the word go.

The end result was a list of five values that captured the spirit of the team then and still do to this day: ■ Own the outcome ■ No passion, no point ■ Be genuine (no BS) ■ Trust and build trust ■ Never be satisfied

Lucy Heavens, VP of Marketing, Hokodo

very company – fintech or not – likes to talk about their values. They’re listed on the website, pasted into job adverts, and posted on LinkedIn. Firms shout about supporting diversity, and share pictures of office events and offsites with gushing captions.

don’t look for culture fit because there’s a risk we’d end up hiring lots of similar people. We hire people who we think will add to our culture and make it better.

not just on LinkedIn. When I joined Hokodo, I was thrilled to discover that our values aren’t hidden away in the dark corner of an unused deck, or gathering dust in a frame on the wall, but an essential part of our day-to-day operations. Determining our values Since inception, there has been as much focus on fostering a culture of excellence at Hokodo as there has been on building our payment terms solutions. Over time, Hokodo’s values have evolved alongside the business, and it was 2021 when they took the form in which you see them today. The team was asked what it meant to them to work at Hokodo, and to identify the values they felt embodied life as a ‘Hokodian’ (we like to add ‘Hoko’ to words around here).

Perpetuating our values I know what you’re thinking – it’s all well and good for me, someone who works at Hokodo, to tell you how great our values are, but you’re going to need a little more than that. I hear you – let’s talk a bit about how we preserve and perpetuate our values. Owning the outcome of the hiring process The People and Talent teams have done an exceptional job of ensuring that the Hokodo values are reflected in our recruitment and onboarding processes. For example, interview questions are built around finding out if our values resonate with applicants and whether they’re able to add to our culture. That last part is important. We

No bullsh*t career progression Incorporating our values of trust and being genuine into Hokodo’s career progression framework helps all team members reach their full potential. We’ve created as much transparency as possible around professional development so everyone knows what’s required to get to the next level. No guesswork, no surprises, no BS. In practice, this has manifested as standardisation of job titles and a career framework that very clearly sets out the requirements to take the next step up. Accommodations are made for personal preferences, such as those who want to manage people and those who don’t, and support and encouragement can

Twice a year, at our bi-annual company-wide offsites, the team collectively chooses an ambassador for each of our five values.

Building trust through knowledge sharing At Hokodo, we trust each other to make the best decisions and put the interests of the collective and the company as a whole above individual ambitions. But this wouldn’t be possible without a solid foundation of knowledge sharing and learning.

This is perhaps one of the most significant elements of our values strategy because it puts our values back in the hands of the team. It’s all about ownership and accountability. If you were recognised for your passion, your ability to build trust or, my personal favourite, your no bullsh*t attitude, wouldn’t it make you want to embody that value even more?

All our research and processes are documented in Notion, while files and assets are available for all to access on the company Google Drive. Public Slack channels dedicated to different teams or projects enable clear visibility on the latest developments for anyone who needs or wants to know. Lunch and learn sessions and a new ‘HokoLearn’ space in Notion are designed to enhance the working lives of our people.

Why this is so important Ok, so what am I really getting at here? I’m not telling you that Hokodo is the only workplace where the team lives and breathes their values. That would be a pretty bold claim. What I am saying is that it’s rarer than you might think.

Armed with a wealth of knowledge – and an understanding that there’s no such thing as a stupid question – my colleagues and I are trusted to get the job done. Championing our values

“Our people are genuinely excited to fly the Hokodo flag. You just have to take a look at our mentions on LinkedIn or chat to one of us at an event to see the enthusiasm our team has for Hokodo as a workplace.” G L O B A L

be found for Hokodians who wish to move from one job function to another.

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Our people are genuinely excited to fly the Hokodo flag. You just have to take a look at our mentions on LinkedIn or chat to one of us at an event to see the enthusiasm our team has for Hokodo as a workplace. And this is in no small part thanks to a set of realistic and relatable values that are promoted and owned by everyone in the business, from the founders right through to the newest starters. Invest in values for your employees, and your employees will invest value back into your business. It really is as simple as that.

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“incredibly insightful and ground-breaking”

“world-class” “great summary and scene-setter”

“absolutely fabulous”

“remarkable commentary from a fantastic host of thought leaders”

“an exceptional insight into an exciting future” “trailblazing content that leaves no stone unturned”

Have you helped someone today? Promoting growth through collaboration

ave you helped someone today? This isn’t your typical water cooler office chat; at TS Imagine, it’s at the heart of everything that we do. According to Gallup’s 2023 State of the Global Workplace report, low engagement is estimated to cost the global economy some $8.8 trillion – or 9% of global gross domestic product. Findings from the report reveal that in many organisations, employees are neither engaged nor actively disengaged. Yet, employee engagement is a key driver of a company’s overarching success.

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out now

Here at TS Imagine, we believe that collaboration and effective communication are essential tools for fostering positive employee engagement. “Have you helped someone today?” is a simple, yet highly effective idea that we encourage all our employees to embrace. It applies to everyone in the organisation, whether on a personal or professional level, and helps foster an employee culture based

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Trever Evans, Chief People Officer, TS Imagine

In addition to being crucial throughout and following a merger, collaboration also plays a significant role in managing large headcount growth. When you increase the number of employees quickly, as we did when we hired 200 staff in 2022, it becomes even more critical to have a collaborative culture in place. Effective communication and co-ordination among team members, ensuring that everyone is on the same page, and working towards common goals are key attributes of any successful high-growth company.

on teamwork and innovation which, ultimately, leads to workforce excellence. At TS Imagine, we are proud of our strong and thriving culture of collaboration. This is reflected in our 2023 employee survey, where a majority of our employees said that our company promotes a collaborative environment. This is a testament to the efforts put in by our executive team, managers, and every employee who has contributed to building a culture of collaboration since the merger of Trading Screen and Imagine Software in 2021. More than just working together Collaboration is much more than simply “working together”, it’s about working together effectively. This involves open communication, sharing ideas, supporting each other, and working towards common goals. When employees feel supported and valued in a collaborative environment, it leads to their personal and professional growth, which ultimately benefits the organisation.

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Collaboration becomes even more important during times of change, such as a merger, because almost everyone involved only knows half the combined business, and the other half is unfamiliar territory. It can be daunting for employees to navigate through this unfamiliarity and uncertainty. However, with a collaborative culture in place, employees can lean on each other for support, share their knowledge and skills, and come up with new ideas to overcome challenges.

References 1. https://www. gallup.com/ workplace/ 349484/stateof-the-globalworkplace.aspx Here

Without our employees, we wouldn’t be able to effectively serve our clients or grow our company. Whether it’s during times of transformation or growth, our success is underpinned by the collaborative spirit that all our employees embrace on a daily basis. Let's work together towards a brighter and more collaborative future!

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their own schedule. Employees who can work remotely work more days per month compared to their in-office counterparts and were more productive overall.

Yasmin Johal Associate, CMS

he FinTech industry is both exciting and dynamic and is transforming the way we use financial services. However, to succeed and thrive in this fast-paced environment, FinTech companies need more than just cutting-edge technology and innovative business models. They also need to provide a workplace that supports and engages their employees, and that aligns with their core values and vision. Talent shortage in the FinTech industry is a growing concern as demand for talent continues to outpace supply. This is intensified by salary inflation as well as competition from financial institutions and incumbents. A survey conducted by Singapore FinTech Association (SFA) and Accenture in 2022 found that attrition rates in the FinTech market in Singapore were at an all-time high, with more than half of the FinTech companies indicating an average employee tenure of less than 3 years. So, what can FinTech companies do to retain talent? Here are my top 5 things employees will look for when seeking a fulfilling and rewarding workplace worth staying at:

Flexible Working According to the LinkedIn 2023 Workplace Learning Report, flexible working ranks second (just behind compensation), as one of the factors that motivate people to switch jobs. By offering flexible working options, employers can attract and retain talent by fostering a culture of trust and autonomy, empowering employees to manage their own work and deliver results. Trust is a key ingredient for employee engagement and motivation, as it shows that employers respect and value their employees as individuals. Studies have shown significant improvements in productivity and morale when employees are given the option to work according to

Progression Research has found that career progression is the third most common reason that employees seek a job elsewhere, falling just behind salary and flexible working. Giving employees an opportunity for progression means that they have a clear path for advancement. To achieve genuine career growth, companies need to assist employees in finding and preparing for new internal opportunities as well as providing them with feedback and guidance. Career progression opportunities are key to employee retention; it has been shown that 75% of employees who receive promotions will stay with the company for at least three years. Even role or responsibility changes without a raise or title change can increase the likelihood of retaining top performers by over 20%.

The top five things to look for in a workplace

“By offering flexible working options, employers can attract and retain talent by fostering a culture of trust and autonomy, empowering employees to manage their own work and deliver results.” Learning and Development Prioritising learning and development is essential for creating a workplace where employees are able to grow and thrive. According to Gallup, developing employees’ strengths through training can result in 23% higher employee engagement, 18% higher performance and 73% lower attrition. A workplace that prioritises learning and development empowers employees to pursue their interests and challenge themselves, while enabling them to stay informed and current in their field. This is particularly important in the FinTech industry, where employees are required to stay abreast of rapid advancements in technologies and digital tools. Predictions show that by 2030, the global talent gap could reach 85 million jobs due to the emergence of new roles and technologies such as Generative AI, increasing the demand for new skills. Companies that invest in employee professional development will be better equipped to address the talent gap and remain competitive. Supportive Management The importance of supportive management in a workplace should not be overlooked. A

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supportive management is one that provides employees with clear expectations, constructive feedback, and regular recognition. Management should not only be concerned with employees’ professional performance, but also with their personal well-being and satisfaction. The last three years have acted as a catalyst to elevate personal purpose and values. According to the EY 2023 Work Reimagined Survey, employees have recently developed a new sense of self-awareness and worth. This underscores the need for management who can foster a culture of trust and mutual respect. Recognition from those in leadership consistently ranks as one of the strongest drivers of employee engagement and job satisfaction. Supportive leadership will therefore improve employee performance, loyalty, and well-being and create a positive and productive work environment.

beneficial to a business as they will have a strong sense of culture and loyalty. They also have stronger relationships with their colleagues and clients, which can enhance collaboration and customer satisfaction. According to the CIPD Resourcing and Talent Planning Report 2022, employers are increasingly choosing to upskill existing employees to address recruitment difficulties caused by skill shortages. Investing in existing employees rather than hiring external talent could save businesses up to £36,084 per employee. Therefore, investing in home-grown talent is not only a smart strategy for employee retention and engagement, but also a competitive advantage for organisational performance and growth. In summary, a workplace that embodies these top 5 elements is one that is truly worth committing to and investing in. Such a workplace improves the employee experience by creating a platform that allows employees to feel supported, empowered and valued. By prioritising the needs and goals of its employees, the organisation can create a culture of engagement, innovation, and loyalty which ultimately drives its success.

Home-grown Employees A company that has managed to retain talent demonstrates that it values its employees by recognising their potential, rewarding their achievements and supporting their career growth. Home-grown employees are

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Embracing accessibility: my personal journey

Kris Foster Co-Founder, Open Book and Office Engagement Assistant, Thredd

ccessibility isn’t just a buzzword; it’s a fundamental concept that can transform lives. My life is a testament to its power. Hi, I’m Kris Foster, and I was born with Down syndrome and autism. Today, I want to share with you my deeply personal journey of how my company made significant and cost-effective adjustments to accommodate my unique needs in the workplace. It’s a story of inclusivity, understanding, and the incredible impact of reasonable adjustments.

participate fully, regardless of their abilities or disabilities. It’s about breaking down barriers and ensuring equal access to opportunities for all.

Understanding Accessibility Before we dive into my personal experience, let’s first understand what accessibility means to me. Accessibility goes beyond ramps and elevators; it’s about designing a world where everyone can

Reasonable Adjustments That Changed Everything Imagine starting your workday at around 7 in the morning, finishing up at 3 in the afternoon. These hours aren’t arbitrary; they are carefully chosen to accommodate

Meet Kris Foster: My Story Now, let me take a moment to introduce myself. I’m Kris Foster, and my life is a fusion of Down syndrome and autism. These aspects are not limitations; they are facets of my identity that shape who I am. But they also present unique challenges, particularly in a bustling workplace.

my sensory sensitivities, which can be triggered by noise, smells, and crowded spaces. These triggers can significantly affect my mental health. The 7am start time isn’t just about work; it’s about the hustle and bustle of getting from home to work and back. My journey from home to work and vice versa is a key part of my day. The sensory bombardment of crowded trains, bustling stations, and the general chaos of rush hour used to leave me feeling overwhelmed and anxious. But my workplace made a significant difference by providing accommodations that allowed me to navigate these challenges. The Power of Allyship: A Personal Perspective When I started with the company, I was wary of being seen as just a token hire. I wanted to be valued for my skills and contributions rather than my disabilities. It was during an open and honest conversation with HR that my perspective began to shift. I’ll never forget the words from HR that moved me deeply: “Kris, we will get it wrong, and you will get it wrong, but if we work together, we will get it right.” The word “together” resonated with me. It signalled a fundamental shift towards collaboration and understanding. A Fun and Exciting Turn of Events In March this year, I had an incredible opportunity to share my story with a wider audience. I spoke about how Thredd found me and how together, we can bring real change to the world of fintech. This was an amazing chance for me to be seen and heard, to urge more organisations

to step into my world, and to bring more people with disabilities into the industry. What made it even more special was the impact it had on the audience. I had individuals come up to me, sharing their personal stories of having a child with a disability or a family member. They explained how my journey had shaped their thoughts and aspirations. It was mind-blowing to realize that my story was making a difference, not just in my life but in the lives of others. I’ve met some incredible individuals along this unique journey, rooted for my success, and offered valuable advice. Money 2020 reached out to me, asking if I would share my story, this journey of hope, with a broader audience. I had the incredible opportunity to speak not once but twice. First, in the RiseUp and Amplify room, where we delved a little more personally into disability and what “good” should look like. And then, on a main stage, where I shared the support I’ve received from my company and those in the industry. They’ve been incredibly supportive and genuinely want me to succeed.

We’ve hosted over 150 live events featuring a diverse range of individuals, from actors to Paralympians to the creative director of Nike. These stories aren’t just stories; they’re beacons of hope. They show that disability does not discriminate; it affects every race, religion, sex, and age. One highlight from last year was our collaboration with Footpatrol, part of JD Sports. It was a groundbreaking event where we invited non-disabled people into our world. It was a monumental moment for me, demonstrating that my abilities and differences are significant and valuable in our society. What Allyship Means to Me What I adore about allyship is that it’s a bridge between worlds. It’s a pact between those who face

“I’ll never forget the words from HR that moved me deeply: “Kris, we will get it wrong, and you will get it wrong, but if we work together, we will get it right.”” G L O B A L

My Baby, Openbook But my journey doesn’t stop at the workplace. I’ve embarked on an incredible project that’s close to my heart - Openbook. Openbook is a platform where we educate those who may not understand those with disabilities. We share incredible stories that inspire hope and build communities.

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unique challenges and those who want to support them. It’s a commitment to walk together, learn together, and grow together. Allyship isn’t about having all the answers; it’s about having the compassion and willingness to listen, learn, and adapt. To me, allyship embodies the spirit of unity and progress. It’s a powerful force for change that extends beyond the workplace into all aspects of life. It’s about recognizing that we are stronger together, that our differences make us richer, and that together, we can create a world where everyone has the opportunity to shine. At its core, allyship is about empathy, advocacy, commitment, humility, education, action, and accountability. It’s a bond forged through compassion and shared goals — a promise to build a world where everyone’s potential can be realised, regardless of their background or circumstances. A Deeper Look Ahead In this article, Kris Foster delves even deeper into my journey and how these adjustments, allyship, accessibility, and Openbook have transformed my professional life. We’ll explore the broader impact of these principles on individuals, workplaces, and society as a whole. Together, we’ll celebrate the power of understanding, inclusivity, and the unwavering support of allies.

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Navigating the future: how AI-powered chat platforms are reshaping financial markets Matthew Cheung CEO, ipushpull

n the ever-evolving landscape of financial markets, technology has played a pivotal role in shaping how businesses operate. The hot topic everyone is discussing right now is the delivery of generative artificial intelligence (AI) and Large Language Models (LLM) through chat platforms and the transformative power these technologies have on financial markets. Firstly, let’s look at how we got here and why the future will be AI-powered.

Human Interaction Chat platforms have come a long way from the AOL and Yahoo Chat days. We're witnessing a surge in direct messaging across various applications, blurring the lines between personal and professional conversations. What's interesting is the coexistence of human chat and chatbots, allowing for personalised touches amid automated processes. This blend caters to different user preferences and industry demands.

The Rise of Chatbots and

Chat is now playing an important

role in facilitating the meteoric increase in the use of generative AI. It has become broad and multifaceted. It can signify anything from a simple direct message to intricate automated workflows. ChatGPT (the most well-known generative AI), embodies the essence of automating workflows through natural conversation. The fact that this powerful technology is widely accessible and easy to use means every day we’re discovering where AI can help inform and improve our interactions. Nowhere is this truer than in financial markets; every aspect of the trade lifecycle can be improved with the addition of AI. The Evolution of AI: From Past to Present There have also been significant advancements in AI, emphasising that while LLM applications like ChatGPT have gained prominence, they aren't the sole reason for the increased use of AI. The convergence of factors such

as the availability of vast amounts of data, improved hardware capabilities, and enhanced AI techniques has been instrumental. Modern businesses generate copious amounts of structured and unstructured data, making it a fertile ground for AI applications.

traditional reporting methods like emails or batch file downloads. Real-time chat-based systems can bridge this gap, offering immediate access to critical data. However, obstacles remain, highlighting the need for seamless integration and overcoming resistance to change.

However, one of the challenges in deploying AI, particularly in trading, risk management and compliance, is ensuring the accuracy of outputs. LLMs are statistical models trained using data, and their accuracy is directly linked to the quality and comprehensiveness of the training data. In regulated environments, ensuring model governance, transparency, and explainability are crucial. Human oversight remains essential to mitigate risks arising from inaccurate inputs or biased data.

The purpose of chat interactions is to make decisions. Whether engaging with humans or machines, the objective remains the same: augmented decisionmaking. A chat interface serves as a crucial tool in streamlining decision-making processes, bringing to light the nuances between human-based and AI-assisted chat systems. There are also complexities involved in aggregating structured and unstructured data from diverse sources. Getting this right is pivotal in ensuring accurate and reliable risk-based recommendations.

Building vs. Licensing AI Models: A Strategic Choice In the eternal ‘build versus buy’ debate, large financial institutions are likely to adopt a hybrid approach. They may utilise external large language models, or internally deploy an open source model, while enhancing or fine-tuning them with their own data, domain expertise and internal capabilities, creating a competitive edge. Smaller institutions, lacking resources and expertise, might rely more on out-of-the-box solutions, leading to a potential industry-wide arms race in model sophistication. Real-Time Information and the Role of Chat Platforms In the quest for real-time information dissemination, the integration of chat platforms in financial market workflows presents a promising solution. The challenge lies in overcoming

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Revolutionising AI: Opportunities and Risks in Equal Measure As AI enters a revolutionary phase there are immense opportunities that accompany this transformation. However, there are also risks, particularly in data quality, especially biases and misinformation, there is a need for stringent governance and policies in the face of this revolutionary wave. In addition, tackling compliance and encryption are key. Data security must be the priority for any LLM provider whilst also addressing specific industry challenges. Breaking down complex workflows into manageable parts providing the right tools for intricate processes, maintaining security, and ensuring seamless communication.

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But what about the opportunities? The accessibility of large language models is transforming the way we analyse data. Chat applications, coupled with AI capabilities, can now address industry-specific challenges. By integrating tailored AI models, it’s possible to cater for unique use cases within sectors like commodities trading. It's not just about the technology itself but the convergence of various innovations, making the entire ecosystem dynamic and responsive. By combining voice, chat, and AI, it’s possible to enhance the way professionals interact. The richness of data from different communication modes allows for a holistic understanding, empowering users to make informed decisions. It's about creating a unified experience tailored to the evolving needs of the industry. What does the Future hold? As financial markets continue to evolve, the synergy between chat platforms and AI technologies stands at the forefront of this transformation. While challenges persist, the industry's ability to navigate these hurdles will determine the pace of adoption. With the right strategies and a keen understanding of the intersection between human expertise and technological advancements, the financial sector is poised for a future where AI-powered chat platforms revolutionise how business is conducted, ushering in a new era of efficiency and innovation.

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THE PLATFORM FOR DATA-DRIVEN GROWTH

Streamline your processes with chatbots connected to your data in real time ipushpull gives data-driven organisations the ability to transform how they deliver for their customers, by providing the right data, in the right place, at the right time.

Green initiatives in financial services

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Allie Marchand Sustainability Consultant, Sustainable Trading

any of us are beginning to understand the importance of addressing climate change and its negative consequences, and companies across the world are considering their environmental impact. It’s becoming clear that having an ESG strategy is beneficial for business, influencing a range of sustainability efforts in financial services – from sustainable investment networks to net zero plans. Firms are also starting to implement green initiatives in conjunction with their employees as an avenue to create positive impact. Green initiatives in the workplace can create multiple advantages for businesses and their employees, particularly around hiring, retention, and wellbeing. Improved talent attraction and retention for the younger generation The Millennial and Gen Z demographic cohorts make up a sizeable portion of the workforce - and their concerns over

environmental sustainability are disrupting hiring and retention in financial services. Climate change is a top three concern for both generations, and this is apparent in their career decisions1. One survey suggests that over 70% of millennials would be more likely to choose an employer with a strong environmental agenda2, and younger employees are even turning down roles because of dissatisfaction with sustainability plans. “Climate quitting” is a growing trend, with 20% of 18-24-year-old employees willing to decline a role at a company with insufficient ESG commitments3. Not only do Gen Z and Millennial employees want to see strong ESG commitments, but they would also like to be involved in company action around sustainability. Creating space for sustainability “champions” within the workplace may allow younger workers to address their concerns. Aligning green initiatives with employee benefit If done right, the advantages of employee green initiatives can be

1. https://www. deloitte.com/ global/en/ issues/work/ content/genzmillennialsurvey. html Here 2. https://www. fastcompany. com/90306556/ mostmillennialswould-takea-pay-cutto-work-at-asustainablecompany Here 3. https://kpmg. com/uk/en/ home/media/ press-releases /2023/01/ climatequittingyoungerworkers-votingesg.html Here 4. https://www. worldfinance. com/strategy/ mentalhealth-issuescontinue-toplague-thefinancialservices-sector Here 5. https://www. mckinsey.com/ capabilities/ people-andorganizationalperformance/ our-insights/ extremely-outof-office-letnature-boostyour-teamscreativity-andperformance Here

Green initiatives can help a firm to achieve its corporate sustainability goals, all while benefiting employee attraction and satisfaction. While these initiatives may have marginal impact as individual items, collectively they can create much needed positive change for business performance, employees, and the planet. Allie Marchand is a Sustainability Consultant at Sustainable Trading, the non-profit member network helping the trading industry transition to a more sustainable and equitable future. For more information see sustainable-trading.org

visit our website at ipushpull.com or email sales@ipushpull.com

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References

twofold: they can help with progress towards companywide ESG commitments, while also benefiting employee wellbeing. For instance, the high levels of stress that financial services employees experience4 may be reduced when green initiatives are implemented. Some firms are offering their employees lowcarbon holiday perks, which are additional paid days off for transport alternatives that have a lower carbon output. Green initiatives can also align with employee health benefits, with cycle-to-work schemes becoming increasingly popular. Finally, conservation activities can correlate with employee morale and team building. It has been shown that employees who spend time in nature together — such as through conservation volunteer days — see positive effects on creativity and performance as well as benefits to their wellbeing5.

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n the ever-evolving landscape of financial regulations and compliance, staying ahead of the curve is essential for RegTech providers. As a result, SteelEye has reiterated its commitment to innovation over the past year. For example, the company integrated an advanced Large Language Model (LLM) into its suite of solutions. In addition, SteelEye recently launched the Compliance CoPilot, a groundbreaking tool designed to revolutionise compliance processes. In this article, SteelEye’s Chief Technology Officer and Co-Founder, David Haines, discusses how SteelEye strives to create a space for continuous innovation. David Haines: Since my co-founders and I started SteelEye in 2017, it has been our mission to create an innovative solution in the compliance and RegTech space. The motivation behind this commitment has always been and always will be, for the benefit of our valued clients. In 2023, when artificial intelligence has been at its most exciting, SteelEye has made sure to utilise all it has to offer. For example, earlier this year we integrated a Large Language Model (LLM) into our surveillance solution and, just this month, we launched a brand new feature: SteelEye’s Compliance CoPilot. By doing so, we believe that SteelEye has paved the way for more efficient, adaptable, and cost-effective compliance processes. Let’s delve deeper into SteelEye’s innovative solution through the use of AI and LLMs:

Pioneering innovation in compliance with AI integration David Haines CTO & Co-Founder, SteelEye SteelEye’s Compliance CoPilot SteelEye recently launched the Compliance CoPilot, which demonstrates our forwardthinking vision to leverage AI in order to create tools that are not just compliance solutions, but also valuable partners for compliance officers. Here's how we believe SteelEye’s Compliance CoPilot is changing the game: ■ Optimising Communications Surveillance Compliance officers often face the challenge of sifting through vast amounts of data to detect potential compliance violations. SteelEye’s Compliance CoPilot employs AI to intelligently prioritise and categorise communications, allowing compliance officers to focus their

attention on high-risk areas. This streamlining of surveillance processes increases efficiency and reduces the risk of oversight. ■ Adaptability Regulations are constantly evolving. SteelEye’s Compliance CoPilot, as well as the wider SteelEye solution, is designed to adapt seamlessly to changes in regulatory requirements. This adaptability ensures that compliance officers always have access to the most up-to-date tools and insights, enabling them to maintain compliance with confidence. ■ Cost Efficiencies By automating routine tasks and providing actionable insights, SteelEye’s Compliance CoPilot

significantly reduces the manual workload of compliance officers. This allows organisations to allocate their human resources more effectively, improving overall cost efficiency. ■ Improved Decision-Making SteelEye’s Compliance CoPilot is not just a surveillance tool, it's an intelligent assistant that helps compliance officers make informed decisions. It provides valuable context, highlights potential risks, and offers suggestions for mitigating compliance issues, ultimately contributing to better decisionmaking and risk management.

■ Streamlined Processes Traditional compliance processes are not only time-consuming but also resource intensive. By automating a significant portion of surveillance and compliance tasks, an LLM helps organisations cut costs while maintaining or even improving the quality of their compliance efforts.

The Power of Large Language Integration SteelEye's integration of a Large Language Model into its integrated surveillance solution marked a significant milestone in the industry earlier this year, as we were the first RegTech vendor to do so. This innovative integration enables businesses to harness the capabilities of AI to enhance their compliance efforts. Here's how SteelEye’s integration of am LLM is making a difference to our clients: ■ Enhanced Communications Surveillance With the volume of communications within financial organisations increasing exponentially, monitoring and analysing this data manually is a daunting and time-consuming task. An LLM's Natural Language Processing (NLP) capabilities empower compliance officers by automating the surveillance of communications, including emails, chat messages, and voice recordings. This not only improves efficiency but also ensures a more comprehensive and accurate review process.

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■ Adherence to Regulatory Requirements Regulatory compliance is paramount in the financial industry. An LLM assists in the identification of potential regulatory breaches by analysing communications data against a backdrop of ever-changing regulations. Its adaptability allows it to stay up-to-date with the latest compliance requirements, providing businesses with real-time insights and alerts.

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feasible by the brilliant team we have in the UK, US, India, and Portugal. You can have a great idea, but without the right people to help you, it is extremely difficult to be successful. The SteelEye team's passion for innovation, as well as the collaborative spirit of each and every individual, are at the heart of SteelEye's ability to thrive. The relentless pursuit of excellence, resilience in the face of challenges, and shared dedication to SteelEye’s mission have been instrumental in shaping the company’s position in the industry. In the world of technological solutions, it is the dedication and expertise of the team that truly makes a difference, and it is because of this team that we will be able to continue to innovate for years to come.

At SteelEye, we will continue to push the boundaries of what is possible in the world of regulatory technology which will be made

“Traditional compliance processes are not only time-consuming but also resource intensive. By automating a significant portion of surveillance and compliance tasks, an LLM helps organisations cut costs while maintaining or even improving the quality of their compliance efforts.” I N

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MAKE A COMMITMENT TO CHANGE AND TREAT IT AS A BUSINESS ISSUE lisa leid— communications & pr, women in fintech powerlist

I hate to say it, a tiny proportion of people are— and are able to hide in plain sight). It’s also not to say that people in FinTech are not trying to make things better.

The FinTech Guide to Advancing, Cultivating and Elevating Your Black Talent

If we go back three years to 2020, there was a lot of focus on how to support Black-owned businesses and uplifting those within FinTech, and creating spaces for people to voice their concerns, their experiences and their hopes for the future. Fast forward to 2023, and there is not much out there to suggest that the industry has moved in the right direction or done enough.

This article is the first installment of our 12-step programme, ‘The FinTech Guide to Advancing, Cultivating and Elevating Your Black Talent’, brought to you by Harrington Starr and nine fantastic co-authors. For your free copy to the full document, email our CCO, Nadia: . Nadia-Edwards-Dashti@HarringtonStarr.com.

What I, and many others are seeing and saying is that we have somehow created an environment that at one point over the last few years looked like it cared in a slightly performative way, and then somehow forgot how to actually put that into thoughtful, meaningful actions over a longer period of time.

The FinTech community has been dealing with a

lot in recent months. Market instability, fewer opportunities for investment and revenue, plus, the likelihood of a short, yet mild recession at the end of this year have all created hurdles for nearly everyone in the industry. Yet, how is this translating into the treatment of the employees? Moreover, and in keeping with the spirit of Black History Month, how is this translating into the treatment of Black employees within FinTech? Somewhat anecdotally, and currently in my working life, I have had various conversations with many of my Black friends and colleagues (but also with friends and colleagues who are not Black), across FinTech and more broadly across other industries; the common consensus— the industry has regressed in terms of its treatment towards Black people, employees and consumers as a whole. Three very real (and probably toned down) examples out of the many stories I have heard since writing this piece; one woman within the FinTech industry was simply told that after a few weeks (as the only Black and ethnic person within an approx. 30-person organisation) that she was simply not a “cultural fit” with nothing to prove that her work was to their dissatisfaction (quite the contrary, she had completely changed the trajectory of the FinTech’s marketing endeavours for the better— and I have seen emails with proof attesting to this). Another was ‘given a heads up’ and told that she had to tone down the discussions around her ‘experience’ as a Black woman during the month of October so she does not make her colleagues uncomfortable, simply because they would feel worried to say something wrong around her. Lastly, in the world of funding— although there are no literal signs to show that there were issues arising from diversity, the news that Diversity VC, a nonprofit community dedicated to promoting diversity in venture capital, has announced the pause of its activities in the UK due to a loss of funding from sponsors, marks a sad hit for niche-investors supporting founders from marginalised communities.

From the outright obvious, to the very subtle microaggressions experienced, racism towards Black people is still prevalent within the industry, and the only way to create long-lasting, meaningful change is commitment at a business-level to create a more inclusive environment. C

These stories only touch the surface of the experiences and situations coming out directly from the Black community, and all of this within a sector that is so valuable to the UK. It cannot be forgotten that with a decrease in funding, this has left the FinTech industry scared and feeling quite vulnerable, quite exposed. The focus has remained solely on creating money-making opportunities and scaling back. This has left diversity, as a business case, on the back-burner. The function that is left to deal with diversity— small and severely underfunded People and HR teams. Diversity, and especially a commitment to change is a business issue, and should be treated as such.

We know that diversity is better for a business financially, a fact that continues to be forgotten. The last report on the topic in 2020 by McKinsey (and shockingly there are not many statistics to show the state of Black communities and diversity in the UK workforce since) outlines how ethnic diversity on executive teams equals to above average profitability for companies. Now, that’s not to say that people within FinTech are doing this on purpose, or even consciously (although,

CMY

So, what could that actually look like within the FinTech industry? A few thoughts on how to create real change: Active conversations around promotion to miisenior positions and aligning pay with miinon-Black counterparts. The very few statistics out there show slow progress, but doing ‘okay’ is still not good enough. According to the Parker review, nearly all FTSE 100 firms now have at least one minority ethnic board member. Furthermore, data from the beloved TechNation stated that at 20%, FinTech has a marginally higher proportion of employees who are Black, Asian and people from other underrepresented groups than the tech sector as a whole (15.2%), and nearly double that of the UK labour market where the figure is 11.8% for all occupations. mmVery importantly, albeit harder— going mmdeeper than surface level and having mmuncomfortable conversations with teams without pushing the problem, or putting the education-liability onto Black employees. It cannot be considered a ‘job well done’ just by discussing the issues faced by Black employees over a single month, or by ticking an internal diversity check-box. By acknowledging that systemic issues in society have put the Black community at a disadvantage from the get-go, businesses should be putting in more effort to support those who may not understand the nuances of ‘business’ culture, something that has been defined (and only now incrementally changing) by those in power for decades.

mmWhen hiring, it goes beyond blind CVs. Invest mmmoney and time into People and HR teams (or mmthose in charge of hiring), and then, listen to them and actively work with them. Without this functionality understanding the importance of the issue, you will not create any real change internally for Black individuals. Going further than hiring; internal crisis management— a very overlooked part of the process. Making sure Black employees are heard and understood when microaggressions take place, no matter how unassuming, is critical to retaining staff and showing that you are doing more than a tick-box exercise from a People/HR perspective.

Now, just because you don’t hear people voicing their concerns does not mean it is not happening. More than 14,000 people took part in the Evidence for Equality National Survey released in April (the creators of the report claims that its the most comprehensive account of racial inequality in Britain for more than 25 years). Nissa Finney, professor of human geography at St Andrews led the report and stated in The Guardian that “the UK is immeasurably far from being a racially just society. The kinds of inequality we see in our study would not be there if we had a really just society.” No longer is it acceptable (and never really was) to add a photo to social profiles to signify support throughout a month dedicated to a marginalised community and state that you are doing your part.

Grandstanding without any real action does nothing but show the performative nature of the business. If anything, it's worse, and it’s insulting to the communities these very businesses claim to back. This year, nine co-authors built a 12-step programme and with Harrington Starr have launched, 'The FinTech Guide to Advancing, Cultivating and Elevating Your Black Talent'. This is a year-round initiative, creating this space for those who want to (and really should strongly consider) getting involved by adding their name to the manifesto to commit to treating diversity as a business issue. FinTech started as a way to create more inclusive products and services for everyone. You can’t build inclusive products if you do not have representation across the board. We all know that the FinTech community is capable of so much good. It’s now time to commit to supporting diversity and start treating it as a serious, legitimate business issue.

download the full working document:

harringtonstarr.com nadia.edwards-dashti@harringtonstarr..com

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Charting the AI frontier: a young professional's guide to navigating the digital landscape

n an era defined by rapid technological advances, the landscape of our digital world is shifting every day. As the lines between the virtual and real blur, one thing becomes abundantly clear: to thrive in this digital age, understanding the driving forces behind it is crucial. For today's youth, navigating the realms of Artificial Intelligence (AI) and Machine Learning (ML) isn't just a geeky hobby; it's an invaluable skill, akin to how previous generations felt about the rise of the internet. Wayne Gretzky's profound words, “A good hockey player plays where the puck is. A great hockey player plays where the puck is going to be,” take on a whole new meaning in this context. The "puck" in our generation's game is AI and ML. But how does one keep up?

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Stay informed about the latest developments: picture the buzz when a new season of a favourite show drops. In the tech world, innovations in AI and ML can be just as thrilling. It's not just about reading articles — it’s about the thrill of witnessing the next big wave. Platforms like “AI Today” can be like your Netflix for tech, always offering the freshest episodes of AI breakthroughs. Engage in professional networks: Think of it as the social

media of the future — only instead of sharing memes, you're sharing insights. Just as you'd hop onto Twitter to catch the latest trends, immerse yourself in AI forums. Discord isn’t just for gamers; it's becoming a hub for AI buffs too. Leverage educational resources: Imagine learning AI the way you’d pick up a new instrument on YouTube. Sure, there's a learning curve, but once you get the hang of it, you're making magic. Platforms like Coursera are your online conservatories, and AI is the music of the future.

Explore AI use cases: Ever been amazed at how Instagram's algorithm seems to know your style better than you do? That’s AI at work. Dive behind the scenes and discover the puppetry that makes our digital world dance. Collaborate with technology companies: Remember the rush of collaborating on a group project and seeing it succeed? Now scale that up. Whether it's a tech giant like Google or a quirky startup in a garage, they're all on the lookout for fresh minds. Evaluate your tech stack: Imagine pimping your ride, but it's your computer. And instead of just flashy lights, you're adding turbo-charged AI capabilities.

Krishna C. Nadella VP, Global Business Development and Head of Americas, Sigtech

Tools like TensorFlow are the nitrous boosts to push your tech journey to the fast lane. Foster an innovative culture: Think of it as setting up your own underground band, only it’s an AI club. Like garage bands from the ’90s, the next big thing could sprout from your innovative circle. Who knows? Your group might just script the next tech anthem. Consult with experts: Remember the sensei-student dynamic in martial arts movies? Dive into the AI dojo. Finding an AI mentor isn't just about levelling up skills. It's about inheriting wisdom and shaping the future with informed, karate-chopped precision. Embrace continuous learning: AI isn’t a static realm. It's a swirling dance floor with beats that constantly change. And just like in dance, once you miss a step, it's hard to catch up. So, keep grooving to the evolving AI rhythms. Navigating the ever-evolving landscape of AI might seem daunting, but it's an exhilarating journey. It’s about understanding the heartbeat of a digital world we’re increasingly intertwined with. As young individuals at the threshold of unprecedented technological advancements, you're not just passive spectators. You have the power to shape, influence, and redefine the future. Harness your innate curiosity, blend it with the resources around you, and watch as you transform from a mere user of technology to a creator, innovator, and a visionary of tomorrow. Remember, every major technological revolution was once a mere idea in someone's head; why couldn't the next big thing be yours?

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Building exceptional FinTech workplaces: ten strategies for success

here are various strategies that fintech companies use to cultivate outstanding workplaces. Getting this wrong can be a costly affair. In the US, every year, disengagement costs companies more than $500 billion annually. Research has shown that ‘unhappiness’ in the workplace can equate to a productivity loss of $7.8 trillion, almost 11% of global GDP. Fintech businesses are always looking to improve engagement while ensuring retention. The following 10 lessons came from discussions with forward-thinking fintech companies. Each shares their pursuit of brilliant working environments for their staff.

Using the “leading or bleeding edge” technologies can be super exciting when working for a fintech. Frank Erickson and Thomas Dolan, the Founding Partners at 28Stone Consulting, Inc, take great pride in the technology solutions their team creates for clients. This means the business commits to training and upskilling. They build a system where people can clearly see opportunities for advancement. Thomas said, “Advancement can be along several different avenues.” This can include growth in leadership or pivots from tech to clientfacing. Others choose to focus on the technology stack and the excellent opportunities for growth there.

Embracing Expertise and Continuous Learning People enjoy working alongside experts and take pride in becoming an expert themselves. Steve Hughes is the CEO of Quor Group, a global leader in Commodities Trading. Steve takes pride in the “depth of knowledge” the team has. He says, “Our understanding of Commodity Trading is truly exceptional.” Individuals develop into subject matter experts as part of their journey in the firm. The Quor team build a challenging yet supportive learning curve that stretches individuals.

Kindness and Wellbeing Kind workplaces can bring out the best in people and enhance their ability to achieve. Tom Higgins is the Founder and CEO of Gold-i, a leader in trading technology. He stated that the business was founded with ‘kindness in mind,’ which has always been their philosophy. Kindness in dealing with one another and clients leads to a better business partnership. Gold-i prioritises treating staff well, resulting in better work. Tom advocates for this and sets the standards with clients and partners. He says kindness is key to all interactions, whether external or internal and that “Our staff will always come first.”

Skill Development and Great Technology

Fostering Idea Meritocracy

Nadia Edwards -Dashti Co-Founder and Chief Customer Officer, Harrington Starr Group As seen on

Taskize is a financial services post-trade issue resolution platform. In talks with their Head of Product Kishan Bharwad, he explained that the business created an ‘idea meritocracy.’ The aim is to build a sense of safety around new ideas and voicing them. He believes in the value of sharing perspectives and experiences, saying that “Every idea is valid and valuable.” This philosophy extends to external partners, too where they established a "product use advisory group." They foster close collaboration across people, products, and technology to enhance the working environment. Collaboration and Agility SeigeFX is a capital markets fintech operating a ‘lean and collaborative’ model to boost workplace success. Paul Alves is their Head of Distribution for US, and he celebrates their collaborative culture. He says, “no one is stuck in one role, and you can wear many hats.” Everyone learns from one another and can take on more responsibilities. Mathijs Peeters, Head of Distribution for Europe, describes the level of collaboration as a game-changer for the industry. The team grows through their agile approaches to work. He describes this as a ‘broken silo’ approach. This has everyone involved in every aspect of the business so that the technology team collaborate with sales and vice versa. From product to investment, they can strategise together and make improvements happen. Effective and Supportive Management Catch is a payments business that prides itself on having great managers who care about employee wellbeing. Denia Ebersole, the COO encourages

people to “set your own working style.” She acknowledges that everyone will thrive in different setups. She says their business model is “focused on creating mutually beneficial relationships between merchants and consumers.” They see this reflected in their internal culture. They have created an environment that fosters personal and professional growth whilst nurturing career aspirations. They boast fair compensation, transparent pay bands and benchmarking, generous parental leave and flexible work approach. Abbey Kanesmith, the People and Talent Lead, highlights the learning and development programmes they invest in. These include career development courses, certifications and mentorship coaches. The managers are well-trained to bring out the best in their staff. They use department-wide competency maps to outline the expectations and skills required for each role and level. This enables employees to understand their expectations and what's needed for development. Living Company Values Values are important within positive working environments, and companies can bring their values to life differently. Janine Garn is the Global Head of Talent Acquisition at nCino. They are a worldwide leader in cloud banking and encourage employees to 'Live the Six'. This refers to nCino's six core values that build the foundation of its unique culture. nCino employees strive to "Bring Their A-Game, Do The Right Thing, Respect Each Other, Make Someone's Day, Have Fun, and Be a Winner", to help each other feel supported, respected and empowered. An example is when they showcase career progression within the business in line with their values. The values

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are represented at every stage in a person's career journey and as a measurement of their success. Janine says, “Success is probably one of the most transferable skills you can have.” If you've been successful in a particular arena in your life, Janine and her team believe you can be successful in your career, too. Having a foundation of a ‘success mindset’ allows the business to focus on values and diversify talent acquisition. Policies, Programmes, and Inclusivity Metro Bank, known as the "People to People Bank" in the UK, strives to create a workplace that fosters excellence. Khushboo Patel, the Head of Engagement and Inclusion, develops policies that allow their colleagues to thrive. She has designed various programmes to achieve their people-first policies. These policies are implemented as part of their day-to-day procedures. She focuses on the constant improvement process and believes the “phenomenal programmes will be even better next year.” The policies and programmes are designed to comprehend the barriers that people face and work towards eliminating them while also supporting individuals during their struggles. Examples of this kind of support include additional carer's leave, guidance on separation and divorce, and improved parental pay, all with the aim of creating a better work environment. Enabling Success and Career Progression Seismic is a global leader in enablement software, and its workplace culture is focused on ‘enabling’ its staff to be successful. According to Rachel Rowe, their regional VP, in their biannual employee survey, they

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found that “85% of employees believe they are in a position to succeed.” The business has committed to building ‘nine communities of belonging’ dedicated to “making everybody feel comfortable and at home.” These groups help drive connection and satisfaction. This is bolstered by mentoring, coaching leadership programmes, growth paths and recharge weeks. Each step is shared and celebrated when people do well and progress. Data-Driven Decision-Making and Information Clarity Kasia Kowalska leads the HR department at Keyrock, a digital assets market maker that prioritises technology and service. She emphasises the importance of data in their business. Their algorithmic trading business is built on and relies heavily on underlying market data accuracy and processing. Also, the business decision-making processes embody the spirit of skillful balancing, strong instinct, and intelligently relying on data. By “regularly publishing internal reports and sharing companywide the key metrics,” Keyrock ensures everyone is informed and engaged in achieving company goals. Gary Kitanoski, the Talent Acquisition Lead, notes that investing in human capital sets Keyrock's culture apart. He believes that “every employee raises the bar with their intellectual prowess” and that Keyrock helps them build their knowledge, careers, and the company's success. These 10 lessons are replicable. When implemented, they increase employee engagement, growth, progression, tenure, and happiness. Committing to a great workplace will reduce costs and boost success for everyone involved.

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Women in leadership

id you know that 30% (and growing) of leadership positions at Keyrock are held by women? Top companies in DeFi average just 21.6%. Diversity, equity, and inclusion (DEI) are crucial components for building a successful and thriving company culture. In today’s global marketplace, companies that prioritise diversity in their workforce have a competitive advantage over those that do not. Diversified teams bring a range of experiences, perspectives, and skill sets that can improve decision-making, innovation, and problem-solving. These teams are better equipped to understand and respond to the needs of diverse customers and communities, leading to better business outcomes. Ultimately, companies that prioritize DEI are better positioned to succeed in the long run, both financially and socially. As Keyrock grows, we remain deeply committed to driving meaningful change and bridging the gender gap today and everyday. Without further ado, meet our incredible women leaders.

leadership capabilities and culture, or designing incentives. Whether jumping in to solve organisational conflicts or being a safe space for others to speak their heart out – no two days are the same.

Kasia Kowalska Head of HR

What drew you to work here? It will probably sound a bit like a cliche if I say I was attracted to Keyrock by its brilliant leaders and overall, the quality of its people — but it is true. From my first conversations with the team, it has been clear to me it is an ambitious, well-structured and high-performing organisation, serious about the industry and it's mission — at the same time, with the “heart” (its vision and values) – in the right place. To me we are an organisation with a rare characteristic; we’re both mercenary and visionary while genuinely caring about the good of the wider industry. I personally find it very appealing. What does your role at Keyrock entail? My role at Keyrock entails building and nurturing our outstanding team by balancing high performance and human kindness. This happens through a variety of means; ensuring we only hire A-talent; providing great and seamless employee experience and growth opportunities; nurturing

What impact do you hope to make at Keyrock or in the industry at large? I was very lucky to formulate my professional life mission relatively early on. It was always to build high-performing, healthy and fulfilled teams and facilitate environments for them to do so. Easier said than done, but I believe it is the only way to make an organisation genuinely succeed through its people and be sustainable over the long term. I have always deeply believed that only by being genuinely content and feeling safe and “spacious”, one can think creatively, and healthily push for great results and achieve success without compromising other areas of life. What does leadership mean to you? I think leadership is the capacity to bring out the best in people in service of a common mission and inspire them to aim for it. On a personal level, it is about being firm but also human and understanding at the same time. Clarity of thought and communication, good judgment about people and personal integrity: these make a great leader.

Laura Chaput Head of Regulatory Compliance

Ngaio Halsey Head of Quantitative Research

What do you think about the future of this industry? I believe it is very promising as long as regulators develop a clear legislative framework for crypto businesses which has the right balance between innovation and the protection of consumers while allowing crypto businesses to obtain applicable licenses.

What does your role at Keyrock entail? My role as Head of Quantitative Research is about using mathematical models and algorithmic trading strategies to increase both the profitability and efficacy of Keyrock marketmaking services across multiple digital assets and multiple exchanges. This role involves understanding and measuring risk, understanding the limitations and advantages of markets and assets, and being able to successfully combine business needs with intelligent modelling and strategy design.

What does leadership mean to you? Leadership to me means a number of things: fostering a culture of trust, respect of ethics, and compliance while recognising and nurturing talent. Leaders require humility, good common sense and courage in order to accomplish this. Delegating with responsibility, recognising and pursuing business opportunities both long & short term, being capable of dealing with tough decisions and giving the message in a human way are key. Recognising that often the simplest most common sense solution is the best. Lastly and three very important elements: I think a leader should lead by example. Don’t expect people to do anything you wouldn’t do. A leader should be open to change, never stop learning and have a sense of humour.

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What drew you to work here? I was first attracted to Keyrock because of the people and their potential. Even though we have many diverse backgrounds and skill sets within Keyrock, there is a common set of core values across the firm which include: initiative, creativity, and raw intelligence. The potential of our talent is enormous. I was also impressed by Keyrock’s long-term vision of the future of digital assets, far beyond just crypto. They are actively committed to building an impactful and sustainable company that helps foster

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“Leadership to me means a number of things: fostering a culture of trust, respect of ethics, and compliance while recognising and nurturing talent.” Laura Chaput

healthier digital trading and markets in the long term. What do you think about the future of this industry? There is a huge future and enormous potential to make an outsized impact within both crypto trading and digital assets market making. Though crypto markets are very different from traditional finance markets in many ways, there is much that can be learned in both directions. I think there will be more and more knowledge transfer between the two, leading to more stable and scalable digital asset trading. Furthermore, centralised and decentralised markets will likely move closer together, and market makers and liquidity providers, such as Keyrock, will help bridge that gap.

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Make inclusive hiring the norm.

Join the Talent Equity List and #WalkTheTalk for a more inclusive industry. To get involved, contact Nadia, or visit the link to learn more.

Nadia.Edwards-Dashti@HarringtonStarr.com

BMLL: a culture of excellence, innovation and collaboration

Paul Humphrey CEO, BMLL Technologies

e are very excited to submit BMLL as a nominee for this year’s The Top 1% Workplace Awards by Harrington Starr. We thought we would take this opportunity to outline why we think working at BMLL is a unique experience, and one that I’m incredibly proud to be a part of. First and foremost, at BMLL we put an enormous emphasis on team and culture. Culture, like a relationship, isn’t something you can take for granted. As CEO, I believe that every single day, work needs to be put in to ensure that we have the right culture, and everybody in the team contributes to that journey. I also believe in leading from the front, and won’t ask anything of anyone that I wouldn’t do myself. Hopefully this will inspire others to do the same. We work very hard to establish a positive and collaborative environment, by encouraging and

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make mistakes to guide their development process. Ultimately, it’s our job to create the leaders of tomorrow.

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celebrating people who make a difference, and recognising them for doing so. This is true all the way from working on our product, data coverage and goto-market strategies, to initiating and carrying out charity work as a team. Everybody, every day, makes a difference. We challenge each other all the time to do more and do better, so that each person can grow to become a leader in their own right. We believe BMLL is one of the best workplaces for talent investment. We actively encourage a culture where, from day one, we have strived to promote from within. We invest in our young people, and also ensure that we develop team activities so that people can realise opportunities. This goes beyond attending courses and conferences, we also ensure that our young people actually get exposed to senior executive and go-to-market meetings. I’m strongly of the opinion that they need to be allowed to

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Over the past 12 months, BMLL has become an exceptionally exciting place to work. We are very fortunate to have a number of excellent eminent investors backing us, including Nasdaq Ventures, FactSet and IQ Capital Growth Fund (our Series B investors), and most recently Snowflake Ventures. Behind our attractiveness as an investment is indeed our Tier 1 client base, from financial institutions to regulators and academics. We have some of the smartest data scientists from the industry, we deliver a complex product that works, and we take pride in presenting our capabilities to market. I know my salespeople revel in that, including our recently expanded sales organisation in the United States. We believe our entire team should be recognised for what they have achieved to make this company what it is today. They’ve done this by challenging themselves, whether that’s going the last mile to find that new client, securing first class investors to bolster our equity story, or telling the world about it with the support of our fantastic marketing team. At the end of the day, we are always striving to attract the very best talent, precisely because we want to be surrounded by the best people, so that we can continue to drive the success that BMLL has become.

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How Taskize’s client/ FinTech collaboration drives talent innovation — and talent retention

Kishan Bharwad Head of Product, Taskize

ollaboration is the buzzword for FinTechs this year.” So began my article for The Financial Technologist in 2022 about interoperability and integrations between software companies and their respective platforms. The natural follow-up this year is to look at the same topic from a different perspective; collaboration not at company and product level, but at the human, personal level. Collaboration between Taskize staff from all our teams (in person, face to face) with the wider financial industry; our clients, users, and customers

at custodian banks, buy-sides, broker-dealers and FMIs. As this edition of the magazine is dedicated to the Top 1% Workplace Awards, this certainly feels like an apt topic to discuss, and I’ll look at three areas that I feel make a top FinTech workplace: culture, communication and creating a space for innovation. There’s a great way to examine all of these at once at Taskize, and that’s with the example of what we call our ‘UAGs’. Short for User Advisory Group, it’s a slightly dry name for a lively and fundamental series of meetings (pub and

office-based) that we run on a regular basis with our clients. Our most recent User Advisory Group was in Dublin just a few weeks before this edition of the magazine went to press. What is the workplace culture at Taskize? In 2023, it’s very easy for workplaces (and teams) to be siloed and Zoom-oriented. It’s just as easy for them to be focussed almost entirely on to-do lists, with the proliferation of online work and status tracking tools that are out there. At Taskize, we’re trying to break this mould: the culture is about working together, as face-to-face as possible, building and developing a software platform that is not lead by us, but by our clients and end-users. And the only way to deliver on this is to sit down and talk — hence the UAGs. Our Dublin session brought together members of Taskize’s

product and customer success teams, and we spent the day with operations staff from three large global investment banks, all of which use Taskize. They use our platform and interact with it in different ways, of course, so our client contributors were split roughly evenly between managers/team leads and general users/problem solvers. Before we go any further, and for this to make most sense, we need to quickly recap what Taskize actually is, and what it creates! In a nutshell, Taskize (the company) is trusted by over 550 financial firms across 88 countries. Taskize (our webnative collaboration platform) is used by operations teams – securities settlements, corporate actions, collateral management and more – to increase capacity, minimise risk and improve client service. From the general user/problem solver contingent in Dublin, we established a very close dialogue around their use of the Taskize’s Bubble Blotter, which provides a live view of pre- and post-trade queries for quick and efficient prioritisation and workload management. And from the managers and team leads that joined us, we focussed on the platform’s BI (business intelligence) capabilities which provides real-time and historic insights on fails/breaks and cause-and-effect analytics to assist in operational and process optimisation. Let’s join the User Advisory Group To circle back to my point on Taskize staff not working in isolation — and making sure our

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“At Taskize, we’re trying to break this mould: the culture is about working together, as face-toface as possible, building and developing a software platform that is not lead by us, but by our clients and end-users.” product and development teams are not building functionality based on guesswork or even a ‘build it and they will come’ approach — we sat down with our clients to discuss three main questions, all within the context of post-trade operations for custodian banks: ■ Can we identify key insights that would help users to make more informed decisions? ■ What data would be needed to surface these insights? ■ With this, would we be able to design the solutions within Taskize that solves real client problems and adds real value? To answer these questions, we structured a day of workshops with four distinct agenda items: 1. Taskize product team hearing and learning about client goals 2. Discussions around challenges clients have in achieving these goals 3. A combined brainstorm on ideas for solutions 4. A joint prioritisation session to assess and timeline everything brought to the table The User Advisory Group certainly served its purpose in terms of client engagement. “One of the best FinTech vendor sessions we’ve been involved in,” was how one described it. Another adding that, “we can tell you’re passionate about resolving our issues.”

going back to our company ethos of culture, communication and creating a space for innovation — we received the same comments from the Taskize staff that joined the session. In short, collaboration is not only the purpose of the Taskize platform, but also what drives our workplace. Where next, and why? As we move towards 2024, what should be a strong combination of staff talent and workplace culture in the FinTech world seems to be somewhat on a knife edge. “FinTechs look to attract professionals who are competent, innovative, ready to ‘roll up their sleeves’, and have the critical skills required,” Deloitte reports, “but they are also the most difficult to hire.” The same Deloitte report, ‘Human Capital Challenges of a Fast-Growing Sector’, notes that, “Retaining this talent proves challenging, due to factors such as limited opportunities for career progression, overall employee experience and evolving culture.” Taskize is cognisant of both issues and we’ve found that, as the User Advisory Groups exemplify, the closer we work with our clients, the more we build that two-way dialogue. And the easier talent acquisition and talent retention becomes.

What was interesting was that —

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Adam Toms CEO, OpenFin Europe

arrington Starr's The Top 1% Workplace Awards have inspired us to take a deeper look at what truly defines workplace excellence. We firmly believe that our unwavering commitment to achieving excellence forms the cornerstone of our company's success. But what is it that sets us apart and propels us toward success? The answer, without a doubt, lies in the remarkable strength of our team. The Power of the Team Our achievements are not mere words; they are the result of a collective effort by the dedicated individuals who make up our team. At OpenFin, we place tremendous value on transparency and data-driven decision-making, both of which have guided our journey towards tangible success. One crucial element behind our accomplishments is the exceptional team at OpenFin. Together, we have successfully delivered innovative solutions that empower end-users to maximise productivity. Our journey began with a mission to streamline desktop interfaces, enabling them to work more efficiently. This mission has grown in significance, especially in the wake of the pandemic and the evolving landscape of work. In an era dominated by a drive for higher productivity and delivering the

best possible employee and client experience, OpenFin is playing a pivotal role, earning continued recognition and trust within the financial industry and beyond.

At the core of this recognition is our robust team, which consistently develops products and services that address the evolving needs of the marketplace. We are immensely proud of our recent achievements, including a successful Series D funding round, a significant feat given the challenging funding landscape. The mission of OpenFin, centered on solving industry-wide challenges at an enterprise scale, continues to garner the support

OpenFin: transforming enterprise productivity with excellence, innovation, and team empowerment

Clients continue to trust us with their most important strategic projects. The recent announcement with the London Stock Exchange Group (LSEG) that selected OpenFin's technology for its flagship LSEG Workspace platform is a fantastic example of this. This achievement is a testament to the strength of our product and the ability of our team to strategically collaborate, execute and deliver meaningful outcomes for clients.

commitment to creating a diverse and inclusive workplace where employees feel free to express themselves.

The Strengths of Employee Engagement While these achievements are commendable, they wouldn't have been possible without the alignment and dedication of our team. At OpenFin, we prioritise our team and ensure they have a voice in shaping the company's direction. The post-pandemic landscape brought about significant changes in employee expectations and I think most people would agree it's still a moving target. It's extremely important for us to understand how our staff feel and find mechanisms to facilitate candid feedback around all aspects of the company.

However, the data also revealed our employees faced challenges in some areas, particularly self-development. Our employees were telling us they wanted more ways to grow their skills to set them up for future success. We responded by investing in an online platform with training programmes for team development. We've seen a real change in our self-development metrics, a testament to the impact of such initiatives. We've also addressed areas of concern among our lessexperienced managers who didn’t feel equipped to deal with some team issues. We responded by creating the people managers monthly meeting and have brought in external companies to discuss important topics such as mental health awareness and employee support.

We’ve invested in technology to engage our employees proactively with regular surveys which allow us to collect valuable data and measure the impact of the changes we make in response to feedback. Our high scores for leader integrity, availability, and psychological safety reflect our

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“We’ve invested in technology to engage our employees proactively with regular surveys which allow us to collect valuable data and measure the impact of the changes we make in response to feedback.”

from amazing investors such as Bank of America, who led our recent round, alongside Pivot Investment Partners and also In-Q-Tel (IQT) who have enabled us to serve the U.S. Intelligence and Defence Community.

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While we are doing well on many diversity metrics, like other tech companies, we have struggled with our male-to-female ratio. However, through a concerted effort, we have seen the number of female employees at OpenFin increase by over 100% in the last 18 months, mostly due to the initiatives of our talent team. We have made great progress, but will continue to strive to do better. Recognition Finally, the OpenFin team continues to grow; we celebrate all our successes, big and small. External validation of our achievements through awards such as The Top 1% Workplace is integral to our journey to excellence. It's clear that the team is at the heart of our success. A strong company mission keeps us motivated and aligned, and caring for, listening and responding to our employees is what makes our thriving workplace.

Finally, we have continued to improve our levels of diversity.

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Carbonplace thought diversity drives global net-zero ambition

Scott W Eaton CEO, Carbonplace

lobal Climate Ambition and the path to Net-Zero has received increased attention over recent times. With a heightened focus on improving sustainability practices and decreasing the carbon footprints of individuals, organisations, and governments, it is more evident than ever that robust and multi-faceted climate action strategies are imperative. The Voluntary Carbon Market (VCM) plays a critical role for corporations looking to reduce and compensate for their emissions, follow a path to Net-Zero, and work towards a more sustainable future. It also provides critical funding and investment into projects that reduce or remove emissions from the atmosphere. In this emerging market, there is a need for simplicity, accessibility, and transparency; and this is what Carbonplace provides.

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Carbonplace is a global transaction and settlement network for voluntary carbon credits. This venture was borne out of a collaboration between leading international banks who shared a vision for financialisation of the VCM. These are UK-based NatWest and Standard Chartered, BNP Paribas based in France, Japan’s Sumitomo Mitsui, UBS in Switzerland, BBVA from Spain, Canada’s CIBC, Brazilian Itaú Unibanco and National Australia Bank. This consortium recognised the need for urgent, large-scale climate action and sought to alleviate the uncertainties relating to the quality and transparency of credits on the VCM. Carbonplace connects buyers and sellers of carbon credits (corporate clients, NGOs, individuals) via their banks, which minimises risk and promotes integrity via the robust compliance and onboarding processes of the banking industry.

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The platform provides a hub of connectivity and data. The team at Carbonplace has grown from a small initial team of 4 secondees to 23 permanent employees over the last 10 months. This team has been carefully curated to ensure diversity of experience and thought, with members joining from banking, finance, consulting, and technology, amongst other professional backgrounds. Complementing this is the cultural diversity of its staff. Currently, the team of 23 comprises over 14 different cultural and ethnic backgrounds – reflecting the vibrant and diverse city of London in which the office is based. This enthusiastic and motivated team is united under the common goal of fighting climate change and having a positive impact on society. After collaborative development between Carbonplace and the shareholder Banks, the platform went live in September 2023, and is now ready for trading. Looking into the future, the team’s focus will be on growing and centralising the network of banks and their corporate clients interacting on the platform to increase engagement and liquidity in this market. According to McKinsey, global demand for voluntary carbon credits will increase manifold, and Carbonplace is dedicated to offering an efficient, transparent, and user-friendly solution to complement climate action strategies as we all work towards a greener planet.

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Remote working in a post-pandemic world

“Viewing the postpandemic world through the lens of how a company coped with lockdown is a mistake and careful thought needs to be put into how policies, practices, tools, and behaviours must evolve to create a sustainable model.”

Mike Powell CEO, Rapid Addition

he Covid pandemic precipitated a seismic shift in white-collar workplace practices, particularly in the technology sector, and employers are struggling to put the genie back in the bottle when it comes to remote and flexible working. I’m surprised how many firms are pushing for a full return to the office. My personal view is they will struggle to attract young talent or retain staff exposed to the benefits of flexible working and its positive effect on productivity. It’s also a little ridiculous to suggest that people can only work well when colocated considering how many companies have teams spread around the world — in that context, perhaps the famed ‘water cooler’ chats were more exclusive than inclusive. By embracing remote working we

have attracted some highly skilled and motivated talent who, for various reasons, would not have joined us had they been restricted to working where we have a physical footprint, or had they been asked to work in an office. However, offering remote employment opportunities is only a first step. Many organisations adapted well during COVID, but this was artificial because they had existing teams with established relationships. Viewing the post-pandemic world through the lens of how a company coped with lockdown is a mistake and careful thought needs to be put into how policies, practices, tools, and behaviours must evolve to create a sustainable model. We recently gathered our UK-based remote working colleagues for an offsite. Top of

the agenda was a discussion about what works and doesn’t work with our current approach. Interestingly, despite endorsing remote working, the team was unanimous that there is value in periodic face-to-face meetings to build and maintain relationships. This is particularly true for new joiners early in their tenure — we have all experienced how meeting a colleague even once breaks down communication barriers. Organisations need to work hard to create appropriate opportunities for interaction to avoid isolation or detachment. Another issue raised was the danger of conflating remote working and flexibility; they are two different things. Working 9 to 5 whether in an office or at home does not necessarily offer flexibility for parents with young children or staff with caring responsibilities. Obviously, we must prioritise customer

commitments, but allowing teams the freedom to agree on their schedules, including a core set of hours where people can interact, was seen as contributing to a culture of trust and empowerment. Knowledge-sharing and information access become even more paramount for organisations offering remote working. Two years ago, we implemented an initiative whereby each week a team member runs an online learning session (product, technical, financial markets, etc.). The sessions are recorded to create a knowledge library for staff who can’t join live and also contribute to our training academy for new starters. Common access to all nonconfidential documentation, regular town halls, mentoring and buddy programmes are some of our other initiatives, but we continue to look for new ways to

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promote transparency and grow collective knowledge. Company culture and hiring strategy are also key to making remote working successful. We emphasise collaboration qualities during our recruitment process and have unfortunately had to reject highly qualified candidates who didn’t match that criterion. We look for self-starters who enjoy engaging with colleagues, want to learn AND teach, and can be trusted to get on with their work, leaving managers to focus on outputs rather than inputs.

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While this might not work for all roles or all organisations, we feel there are substantial benefits for both employees and employers. I love the fact we can give people a more flexible lifestyle and we see this reciprocated by the positive attitude of our teams. We’re certainly not getting everything right and it is a work in progress, but we are committed to the path we’re taking.

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ONLINE Online support for lesbian, gay, bisexual and trans people who are experiencing mental health issues.

• mental health support • advice and information • signposting to other services MindOut Online is anonymous, free, confidential and non judgemental. MindOut Online complements the telephone helpline service offered by Brighton & Hove LGBT Switchboard.

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ver the past ten years, Tipalti has committed itself not just to revolutionising financial operations and global payments automation, but also to changing how inclusivity is championed within the workplace. "Our goal", says Steve Hunt, Tipalti’s London-based Chief Human Resources Officer, "is to create opportunities without barriers. At Tipalti, amazing opportunities exist for those who seek them. You’ll be consistently provided with the chance to learn new things and be empowered to take ownership, regardless of your background or position within the organization." Chat with anyone at Tipalti, and they’ll tell you that one of the best parts of working there is the people you’ll encounter. Collaboration, winning together and a collective attitude to success shape the company’s workplace culture. And in an environment where people are valued for who they are and what they bring to the table, it is easy to see how diversity thrives. Tipalti's executive team includes individuals from various backgrounds, ethnicities, and genders, who together contribute to a more holistic and inclusive decision-making process. Beyond leadership, Tipalti recognises that fostering diversity

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starts at the grassroots level. The company has implemented robust diversity and inclusion programmes aimed at recruiting and retaining a diverse workforce. Its Employee Resource Groups (ERGs), such as its #intheblack, #rainbowroom and #women_at_ tipalti communities, offer further platforms to educate, support and champion causes that matter. "As a Tipaltian, I am proud of our diversity, particularly the large number of women that we have in strategic roles. We are actively fighting the gender gap in SaaS. Tipalti does not just pay lip service to diversity. We live it!" says Gabriel Telavivi, an engineer at Tipalti’s Tel Aviv office.

Steve Hunt, Chief People Officer, Tipalti

In addition to promoting diversity

“At Tipalti, collaboration, winning together and a collective attitude to success shape the company’s workplace culture.” G L O B A L

Creating opportunities without barriers at Tipalti

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within its own ranks, Tipalti is actively working to create opportunities for underrepresented groups in the broader tech ecosystem. In London, Georgia Fahey, who leads Tipalti’s UK go-to-market recruiting, has promoted recruitment outreach, partnering with the award-winning community enterprise We Rise, to enable young people from underrepresented groups to learn more about career opportunities in fintech. At Tipalti, the demands of building a successful company within an ever-changing fintech ecosystem do not preclude opportunities for personal growth and development. Whether it’s being promoted to lead a team early on during your journey with the company, or leading global, cross-functional projects, Tipalti prides itself on providing employees with the opportunity to grow and thrive. And some of this comes from valuing individuals in their entirety. As Yaara Wertheim, one of Tipalti’s many female product leaders, comments, "At Tipalti, we are constantly presented with opportunities to learn, grow and participate in new strategic initiatives. I have seen my career take off at Tipalti, having joined the company as a Product Manager, and later being promoted to Director. Tipalti has also allowed me to balance my personal and professional commitments. I have three children and through my experience, I am able to demonstrate to them that women can have very successful careers in tech."

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Menstruation and menopause at work - half 1 of all workplaces lack the features needed to manage pain and discomfort

include PMS (premenstrual syndrome (19%), PCOS (polycystic ovary syndrome) (6%), endometriosis and PMDD (premenstrual dysphoric disorder) (both 5%), pregnancy (4%), miscarriage, and chest-feeding/ expressing (both 3%), and IVF (in vitro fertilisation) (2%).

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 78% of people whose hormonal symptoms are eased by having a place to lie down lack the facilities to do so in their workplace.

he inclusive design company, Motionspot, surveyed 2,000 office workers who experience menstruation or menopause to explore the optimal workplace design for this sizeable segment of the workforce. Concerningly, the results reveal that despite many changes being relatively simple to implement, they are absent from a significant

 Hormonal fluctuations span a whole career. Over 50% of people say conditions associated with menstruation have greatest impact on them, versus 35% for menopause.

number of workplaces. Nearly half (48%) of respondents do not have access to the feature they identify as most useful to manage their pain and discomfort at work. The most common unavailable feature in respondents’ workplaces is a place to lie down (78%); second is a hot bath and shower (both 66%); third is a dark or dimly lit space (60%)2. The data also shows that the lack of facilities to aid the

 Fresh air, comfortable seating, natural daylight, temperature and light-controls, and focus rooms were all identified as attractive workplace features.

management of pain and discomfort associated with hormonal change is not limited to people experiencing the menopause. Many people experiencing other hormonal fluctuations are also affected. While 35% of respondents report that their hormones are most impacted by conditions associated with the menopause, for 53% of people it is conditions associated with menstruation that have the greatest impact3. These

Mariella Frostrup, broadcaster, columnist, creator of BBC1’s The Truth about Menopause, Chair of Menopause Mandate, and Co-Founder of The Women In Work Summit said of the findings: "The imperative place of women in our workplaces is unquestionable but the inequity caused by our differing biology remains almost entirely unaddressed. From menstruation to fertility issues, parenthood and menopause, there is a strong correlation between women’s health and workforce participation. Employers have a

Footnotes

Pareisse Wilson, Inclusive Design Strategy Lead at Motionspot, commented: “Our research shows that the negative impact of hormonal fluctuations is significant and spans people’s entire careers, rather than simply beginning with the onset of the menopause. The data also shines a light on the fact that the spaces and products people need to ease their hormonal symptoms are not available in almost half of workplaces. However, the factors that would reduce pain and discomfort can be implemented in many working environments. Examples include focus rooms, comfortable seating, sleep pods, and sensory controls.

“The imperative place of women in our workplaces is unquestionable, but the inequity caused by our differing biology remains almost entirely unaddressed.” L E A D E R S

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1 48% do not have the feature they selected as helping to manage pain or discomfort caused by hormonal change available in their current workplace vs 46% who do have it available. 2 Sub-samples for each of these was less than n=80 3 Data generated by the question ‘What, if anything, are your hormone levels currently most impacted by? [Select up to three]’ which is why this totals more than 100%

“There is a substantial overlap of desired workplace features for people experiencing hormonal fluctuations and people with neurodivergent conditions related to sensory modulation. We hope these insights encourage organisations to engage with their employees— and their full spectrum of intersectionalities — to create happy and healthy working environments that enable everyone to thrive. The progressive organisations that embrace inclusive design will enjoy improved productivity, performance, and staff retention, and become the top choice for workers at every age and career stage.” Inclusive workplace features For office workers who experience menstrual symptoms, fresh air is the most common feature that would attract them to work more days in their current workplace (37%), increasing to 41% for people experiencing peri/menopause. This is followed by comfortable desk seating (30%), natural light (28%), a private room to decompress (25%), temperaturecontrolled spaces (19% vs 28% for peri/menopausal people), and more focus rooms with less distractions (19%). Specific insights from respondents include: ■ “Shower facilities with a private and secure changing and showering space would make a huge difference as someone with a heavy flow, because the cleaner I feel the more productive I am.” ■ “A quiet room to just go and sit for 10 mins to massage my tummy when I have pain.” ■ “Screens between desks for privacy to hide hot flushes.”

Mariella Frostrup

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crucial role to play. Without robust policies, inclusively designed workplaces, and a strong cultural mandate, the failings will continue — women will leave the workforce and the bottom line will suffer.”

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■ “More open space so that I can move freely to help with moments of discomfort.”

■ 35% feel teary at work

■ “Spaces to emote.”

43% of peri/menopausal people suffer brain fog and 65% struggle with concentration, both of which are significantly more than the 18% and 51% of non-peri/menopausal respondents who said the same respectively.

The impact The impact of the negative effects of hormonal fluctuations on both employers' and employees’ productivity, efficiency, and financial outcomes cannot be underestimated given that: ■ 61% of respondents say their mood is affected at work ■ 58% find their concentration at work is impacted by hormonal variations ■ 44% face fatigue

experiencing the peri/ menopause, with 42% of this group impacted for between 8 and 31 days per month.

■ 29% deal with pain

The time people are negatively affected by hormonal changes was also found to be significant. 7.74 consecutive days every month on average (6.34 days for non-peri/menopausal respondents). This increases to 9.02 days for people

Motionspot’s inclusive design team Motionspot’s team of inclusive designers are experienced in helping businesses to design beyond minimum design standards and building regulations to create an environment that considers the entire spectrum of protected human characteristics and identities. Organisations can discuss their inclusive design requirements with Motionspot's inclusive design experts by emailing team@motionspot.co.uk or calling 020 3735 5139.

Accessible design features in Motionspot client projects

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