Finance teams need an accurate and consistent methodology to analyze profitability and performance. Learn more in our article on utilizing funds transfer pricing.

(Part 3 of a 3-part blog series) Preparations for the 2018 budgeting process are underway in financial institutions. Few people relish the experience, which is often characterized by long hours and vast differences between the future financial performance executive stakeholders want and what management can deliver. Aligning strategic plans with tactical plans and associated budgets often does not occur or the linkages among these pieces are weak.

Accurately price, analyze, and manage portfolios to optimize profitability and best serve customers. Learn more today!

Managing business and financial performance in today’s challenging and constantly evolving financial environment is critical for any bank to achieve its short-term and long-term goals. The ability to manage business and financial performance is directly dependent upon an institution’s understanding of the drivers of that performance and the ability to effectively quantify projected business strategies.

When crunching budget numbers, complex credit unions with several branches and departments might feel like they are searching for a needle in a haystack. Error-prone Excel spreadsheets...

How can a banker truly know which products and services (and even which customers) are most profitable, which ones actually erode value, and the institution’s true cost of providing supporting services?

Hear Ken Levey's thoughts on the state of profitability analysis and strategies for improvement.

DENVER—Westerra Credit Union was not happy about the way it was managing its financial reporting. Spreadsheets for its monthly reports along with a separate budgeting tool just were not...

After implementing Axiom, Eastern Bank improved budgeting and reporting efficiency through automation, and much more. Read the client story!

Since the financial crisis, the banking industry as a whole has been reporting record profits for several quarters, at least in terms of dollar figures. Unfortunately more meaningful measures of bank profitability–such as average return on equity, average return on assets, and net interest margin–have remained depressed or stagnant.

On the one hand, the prevalence of stagnant net interest margins across the industry suggests that community institutions would be desperate to get an accurate picture of exactly where...

How can a banker truly know which products and services (and even which customers) are most profitable, which ones actually erode value and the institution’s true cost of providing supporting services?