Alexander De Lange

Consultant at Aurelia Financial Consultants cc

Message Posts: 0 Comments: 18

Bio I help create and realise large, multi-discipline, opportunities in the financial services industry Career History 25 years of merchant banking in various European countries, as well as South Africa 10 years in consulting and ICT

Alexander is Commenting on

BBVA links loan interest rate to borrower's digital maturity

I am all for companies being very aware of where their future should lie and in many cases digitisation may well be a significant part of a journey to a better future. However, this direction seems to skew future planning to digitisation at all cost?

03 Apr 2019 Reply Read article

You can’t make an omelette without breaking a few eggs, so goes the saying

'The banking industry in (sic) has been dominated by a handful of big global or regional banks for 100s of years' ?? Memory serving, before Big Bang, in the mid-eigthies, there were some large banks, but certainly not global ones. And those were mostly large on a corporate business basis, retail was nice for cheap funding. I fully agree that the need for data insight is as great in financial services as in any other data-driven industry. But I'm not sure that this approach underlines deficiencies in this regard. Is an MBA really the (only and) Holy Grail as far as data analysis is concerned? Let's also not forget that (a number of) those MBAs forgoing larger salaries for being agents of disruption, affect financial services anyway, through the influence that their disruptive technolgy roles have on the FSI industry.

09 Oct 2017 Reply Read article

How Many Lawyers Does It Take to Save a FinTech?

Absolutely agree, Ketha!

14 Jul 2016 Reply Read article

When is a Bank a Not-a-Bank?

Maybe, maybe not. In my mind the issue is not bank vs not-a-bank, one of your own 'nagging' examples is Metrobank, a licenced deposit taking institution, after all. The issue is that the large, 'fat' banks have created, through, at least partially, unfocussed expansion into the periphery of what used to be their core business, an opportunity for 'better mousetraps'. As you indicate, it will not kill, them (at least not yet), but it forces them to rethink their business model: what business to be in (and even the core may be questioned here), and then fully committed to win, and what businesses to leave to the ants and various other creepy crawlies. And this needs to be synergy driven, ie which business support and enhance the core vs which do not. Since nimbleness by new entrants at the periphery will always be a significant threat in those areas, those choices need to be razor sharp. So much for the analogies!

21 May 2015 Reply Read article