chips, smartphones and touch-screen technology · 2018-12-20 · to an industry grounded in bricks...

Chips, smartphones and touch-screen technologyThe branch of the future

A Microsoft Banking and Capital Markets White Paper

Contents

The changing role of branches 3

Evolving trends in branch banking 7

Key challenges to overcome 8

Case study: Fulfilling customers’ dreams 9

Enabling technologies 10

Case study: Barclays Bank 12

Using innovation to get closer to customers 13

Case study: Banca Monte dei Paschi di Siena 14

Beyond science fiction 15

The revival of relationship banking 16

www.microsoft.com/financialservices

The information contained in this document represents the current view of Microsoft Corp. on the issues discussed as of the date of publication. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information presented after the date of publication.

This document is for informational purposes only. MICROSOFT MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS DOCUMENT.

© 2010 Microsoft Corp. All rights reserved.

Microsoft in Financial ServicesFinancial services is a major industry for Microsoft Corp. Our commitment to the industry comprises client-dedicated accounts teams, and technology and industry specialists. Our solution areas embrace almost every facet of the industry, including client experience, governance, risk and compliance, payments, and operating capabilities. The U.S. Financial Services industry group led by Ben Narey is responsible for developing financial services solutions combining Microsoft capabilities with those of our partners, for our U.S.-based banking clients.

This is one in a series of thought leadership papers designed to share insight

into leading industry issues and help our clients realize their vision of the future.

A letter from Ben NareyDear customers and partners,

Regulation and technology are transforming the banking industry. Retail banking is in the midst of these changes. In this context, there continues to be much debate within the industry about the future role of branches.

Many industries are trying to improve customer experience, particularly in today’s tough environment. Banking is no exception. But for all the promise of new technology, customers still appreciate direct contact with their bankers.

For most retail banks, the branch remains the main place for that interaction to take place. So branches are likely to continue as the primary channel for many banks, while other channels grow in importance.

But the nature of the dialogue with customers will change. It will be less about transactions and more about advice; less about selling and more about relationship development. In this new type of interaction the branch will become more integrated with other channels to create a unique customer experience.

We hope that the insights presented in this report will contribute to a wider discussion of these issues within the industry and to the creation of a closer partnership between technology and financial services to develop a more

successful outcome for all of us.

Yours truly,

Ben Narey

Director of U.S. Financial Services

2 Chips, smartphones and touch-screen technology

The changing role of branches

For decades, many have asked the question “What will the

branch of the future look like?” The answer largely depends

on its role. New technology is changing the nature of the

industry, bringing the future of branches once more into the spotlight. One major U.S. bank has already announced its

intention to reduce its branch network over the next five years, citing

the growth of online, particularly mobile, channels as one reason. But

other banks continue to invest in branches.

Which strategy is right?

It is easy to understand the continued survival of branches. All generations of customers still prefer them for complex transactions,

while banks see them as a primary source of deposits. Since 2000,

bank deposits have grown by almost 90 percent, while branches have

increased by less than 30 percent.i Channels other than branches are playing a bigger role in deposit capture. According to Bank of America NA, 70 percent of transactions come from ATMs and online banking today, up from 62 percent in 2007. Customer deposits from Bank of America ATMs have risen from one in four to one in three.ii

The economics of banking are changing. New branches are taking longer to break even, and a tougher market is causing many banks to review the size and strategy of their networks and branch designs. Woodforest National Bank is an example of an alternative approach to building a branch network that leverages an existing retail network — branches in retail outlets such as Walmart, Tom Thumb Food & Pharmacy, Kroger and others. Financial reform is also having an impact. The new Consumer Financial Protection Agency is likely to have considerable powers, among them potentially the ability to keep unprofitable branches open. This is bound to influence bank plans for further expansion.

Shifting customer preferences

Customer satisfaction with brick-and-mortar banking continues to decline.iii But consumers are clearly excited by new technology. The

demand for data-rich content is transforming the Internet, while smartphones and slates expand the range of access devices.

Technology empowers consumers by making it easier to research products

online and make choices, leaving branches to become the preferred

channel for providing advice and closing the sale. But transactions, the mainstay of many branches, are shifting to other channels.

New technology is changing the nature

of the industry, bringing the future of branches once more

into the spotlight.

i FDICii “Bank of America May Sell ‘Lazier’ Assets,” Lauren Tara LaCapra, March 11, 2010, http://www.thestreet.com/story/10700595/1/bank-of-america-may-sell-lazier-assets.html iii J.D. Power 2010 U.S. Retail Banking Satisfaction Study, http://www.jdpower.com/finance/articles/2010-Retail-Banking-Satisfaction-Study

The branch of the future 3

Transactions are moving away from branches

Transactions are shifting from paper to electronic media. This further reduces the need for customers to visit branches. According to a recent survey, 51 percent of customers prefer to bank online, an increase from 44 percent in 2008. Mobile banking is leading the charge.iv (See Figure 1.)

Alternative banking models

Technology reduces industry entry barriers, making it easier for alternative business models to threaten traditional banking. Services such as person- to-person (P2P) lending, PayPal and Bill Me Later promise further disruption to an industry grounded in bricks and mortar, and are growing in popularity. In addition, credit unions continue to demonstrate strong reputations for customer service without extensive proprietary branch networks. Two of the largest U.S. banks have over 6,000 branches, while the largest credit union, the Navy Federal Credit Union, has fewer than 200. Credit unions have overcome this physical limitation by leveraging their combined networks — the CU Service Centers® Network — to create a total of 6,500 credit union branches. These developments reinforce the need for a fresh look at the competitive role of branches.

Should branches be more like stores?

A popular analyst view is that banks should be more like retailers, and branches more like stores. Many banks have adopted this approach with

Source: Tower Group

iv J.D. Power 2010 U.S. Retail Banking Satisfaction Study, http://www.jdpower.com/finance/articles/2010-Retail-Banking-Satisfaction-Study

100

80

60

40

20

0

2009 2010 2011 2012 2013

■ MOBILE

(CAGR = 116%)

■ ONLINE

(CAGR = 8.5%)

■ CALL CENTER

(CAGR = 3.1%)

■ BRANCH

(CAGR = 0.07%)

■ ATM

(CAGR = 0.61%)

1.2

23.3

17.0

14.7

14.6

3.0

26.8

17.8

14.7

14.7

14.8

19.8

15.1

35.0

14.0

14.8

19.3

15.0

33.3

9.4

14.8

14.8

18.5

30.0

5.6

CAGR = 6.87%

TRANSACTIONS (IN BILLIONS)

U.S. banking delivery transactions by type (2009–13P)

FIGURE 1Transactions shift to new channels


new branch layouts, products packaged on shelves, queue management systems and interactive video screens displaying new products to customers waiting in teller lines. Still others, influenced by concierge services in the hotel industry, have deployed greeters to navigate customers around the branch.

Some banks have championed this approach, while others have been more cautious; buying financial services is different from purchasing shoes and refrigerators or booking hotel rooms. In many instances, it is a more complex transaction, involving a very different relationship between service provider and customer.

Washington Mutual Bank’s experiment in future branch design — at a cost of a billion dollars — came to an ignominious end. The new owner, JPMorgan Chase, considered the open floor-plan design confusing to customers and lacking in privacy, so it ripped out all 900 installations and replaced the free-standing stations and cash-dispensing machines with teller windows complete with bulletproof glass. The new approach emphasizes customer confidentiality and personalized banking. The Occasio (Latin for “favorable opportunity”) branches — the name given to them by WaMu — were less suited to the JPMorgan Chase target market of small-business customers with diverse banking needs and a desire for a higher degree of privacy.

Executives at other banks view the branch as the channel of choice to build customer relationships. Online banking may be good for transactions, but is likely to be less effective in building relationships. Umpqua Bank is a good example of a bank that has opened up its branch network to community activities where customers come together for social reasons, and where business customers can use bank premises to hold business meetings.

However, there is no single blueprint for branch design. That will depend on who you are serving, what products you are offering, where you are located and what competition you face. If the types of conversations you are likely to have with customers are confidential, then an open-plan approach won’t work.

Understanding the customer’s buying process

Before we can develop the right distribution strategy, we need to understand the customer’s buying process. Customers go through a number of phases from realizing they need something to after-sales service, as part of a continuous process. In between, they are likely to do research; receive and consider alternative products; ask questions; make a buying decision; and then execute transactions. In doing so they may use more than one channel. (See Figure 2.)

In the buying process, each channel has its own role and supports other channels. It should be possible for the sales cycle to be completed in any one

A popular analyst view is

that banks should be more like retailers, and

branches more like stores.

BRANCHESFOR ADVICE

MOBILE FORTRANSACTIONS

ONLINE FORRESEARCH

SOCIALNETWORKS

FORFEEDBACK

FIGURE 2A potential customer

buying cycle


channel or started in one and completed in another. As channel usage matures, consumers will do more research online, look to branches for advice, execute more transactions through mobile channels and rely more on social networks to reinforce buying decisions.v

As customer channel preferences change, the branch is shifting from a dominant, independent channel to an integrated, more dependent one. The primary goal of a future distribution strategy will be a better customer experience, with the branch as one of many fully integrated channels. New channels will emerge as technology evolves. Interactive walls and videos combined with touch-screen technology can significantly enrich the branch experience, as well as connect with customers outside branches. TV and Xbox are likely to emerge as potential new channels. Banking will migrate from processing many transactions over a few channels to having more conversations over many connections. (See Figure 3.)

Alternative distribution strategies

The branch strategy is an integral part of the bank’s overall approach to distribution. There is no universal blueprint for branch design or network strategy. In different markets, different models may apply. For example, a large universal bank may have a flagship model in a metro location, but have many smaller units in other parts of the city or remote locations, some of which may be entirely self-service. A bank such as ING DIRECT may have few branches focusing mainly on online channels to gain market share. But even ING DIRECT has seen the benefit of a limited branch network to gain customer attention.

Location intelligence means having the right branch in the best location with the appropriate design, structure and image, supported by the correct distribution strategy. A saturated network can be a drain on costs and organic growth, as much as one that fails to take full advantage of market opportunities. (See Figure 4, next page.)

BRANCH

BRANCH

WEB

MAIL

MOBILEBANKING

SOCIAL NETWORKS

TV AND XBOX

INTERACTIVE WALLS

WEB

MOBILEBANKING

SOCIAL NETWORKS

PAST FUTURE

HI

LOLO

HI

HI HICONVERSATIONMARKET COVERAGE

TRA

NSA

CTI

ON

S

CO

NN

ECTI

ON

S

MAIL

FIGURE 3The evolution of bank channels


v “Tweets, Blogs and Instant Relationships,” Microsoft Financial Services white paper, October 2010

Evolving trends in branch banking

The branch of the future will be less about transactions and sales and more about customer relationships. It will play more of an advisory role, helping clients with more complex transactions. As such, it will be important for the bank to see the branch as an integrated part of its channel strategy, and not an independent element. Technology will play a much greater role.

> From a transaction to a customer focus. There will be less need for branches to play an operational role, creating more time to focus on customers. A new dialogue will take place. But this is likely to be more advice- than sales-driven as banks adjust their marketing strategies to focus more on obtaining a greater share of their customers’ business.

> From an independent to an integrated channel. Banks should include the branch as part of an integrated channel experience. The customer of the future will be more mobile and will engage with the bank through a variety of different channels. Both inside and outside the branch it must be seen as part of a multichannel experience.

> From similar to distinct. Branch banking services in the future will become more personalized. The history of branch banking has been one of similarity rather than differentiation. Branches as stores began to take banks in a differentiated path, but the next phase of the customer experience should be more personalized and unique. To help make this happen it will be important to provide branch staff with access to CRM systems to gain a complete view of the customer relationship. This should form an integrated part of the branding experience.

> From chore to cool. The branch experience should be memorable and actionable. Technology has raised expectations about customer experience. The brand is enhanced by it.

High Net Worth Mass Affluent Mass Market Local Market

Positioning Private bank Targeted products and segmentation strategy

Broad product breadth – Universal banking model

Limited product breadth – Discount bank model

Community bank

Distribution Strategy Face to face High touch, high focus Integrated channels Online channels Integrated channels

Branch Strategy Limited network, premium image

Layouts emphasizing privacy

Broad network Limited network Local network – broader banking alliances

Critical Success Factors Access, advice and expertise, mobility and unique customer experience

Access, advice and expertise – a rich, technology enabled client experience.

Access, optimum network size, penetration and customer experience

Product offering Local relationships and customer experience

Primary Technology Needs Financial market access, CRM systems, financial planning tools

CRM systems, lifestyle information

Communication and branch empowerment

Web and network services Communication and branch empowerment, CRM systems

FIGURE 4 Matching distribution strategies to markets


Key challenges to overcome

Community banks such as Umpqua Bank have invested in a richer customer experience, leveraging technology, branch design and their relationship with the local community. Larger banks will be more challenged to overcome product silos to build a relationship with customers across the enterprise.

Many banks share the following challenges:

> Fragmented customer information. Understanding the customer is key to developing the branch of the future. But information about customers is difficult to come by. Customer banking relationships are often spread across many providers. Even within the same provider, different product groups may share the same customer without realizing it. Mint — an aggregator model — has seen the opportunity for bringing together financial information from many providers. Banks may want to consider a similar approach, recognizing the strategic benefits of being the customer’s primary financial gateway.

> Security and data privacy. It is difficult for banks to explore more open channels of communication with customers, while at the same time observing rising data privacy and security standards. Resolving this conflict is critical for banks if they are to retain their customers’ trust — a key part of any relationship development.

> Talent management. The branch of the future will demand a different skill set. The focus will be less on transaction processing and more on customer relationship management. This requires a different approach to training and recruitment.

> Creating a unique experience. In the past retail banks have seemed very similar in products, services, layout and operations. Banks in the past have been comfortable differentiating themselves through external branding, leaving the customer experience little different from that of their competitors. But this is radically changing as banks compete more in branch design, service offerings and quality of customer experience. A critical part of being unique is in the interaction between customers and branch staff. The customer experience revolution that is taking place in the marketplace must also take place in the workplace. Not only must banks provide customers with the best technology, they must also empower their staff with it as well. To achieve this, a new partnership is emerging between HR, marketing and technology. Creating a unique brand is also about creating a unique culture within the bank and that translates into a unique interaction with customers. Banking is still a people business, but can be more empowered by technology.

Creating a unique brand is also

about creating a unique culture within the bank

and that translates into a unique

interaction with customers.


Case study: Fulfilling customer dreams

As a busy farmer, Jose Sanchez only visits his bank when he must. But his eldest son is the first generation of the family to attend college, and Jose is worried about expenses. The bank has sent Jose a package on student loans and an invitation to attend a branch

seminar, followed by a meeting with a financial specialist.

Jose decides the whole family should go, and takes a cab to the branch. Reluctant to carry cash, Jose pays the driver with his cell phone. When they enter the branch, they are greeted by a bank official and are recognized by a chip in Jose’s debit card that alerts branch staff to his arrival.

While Jose is at the seminar, his family relaxes in a coffee lounge. But his wife Maria decides she needs cash. The teller queue is long, even with an electronic queue management system. Waiting time is reduced further by branch staff handling simpler transactions through small line-busting devices.

But Maria spots a vacant teller bar. The video teller recognizes her language preference from her debit card and greets her in Spanish. In less than a minute, she rejoins her family, where her children sit mesmerized by a huge screen showing images of the local community. Their eldest son is dreaming of a new sports car and explores different financing options on the interactive screen walls.

After his seminar, Jose chats with his financial specialist. They sit at a table with surface computing technology. Together they shift icons around with hand movements, delving deeper into areas of interest. But Jose has a tough question. A screen icon gives access to a remote expert, who answers the questions through a video link.

When the conversation is over, the bank specialist hands Jose her business card. “Simply hold it up to your PC screen when you get home,” she says, “and the main details of the loan package will appear on your screen in 3-D. If you have any questions, you have my video address on the bottom of the card. You don’t have to visit the branch all the time.”

Jose meets his family at the coffee bar. They linger over products and services on nearby PCs. A couple of days later, Jose receives a text message on his mobile phone thanking him for his visit and alerting him to a new student interest concession. He feels at ease. He would never change his bank. It would take too long for another one to know him so well.

The branch is the place for interactions

to take place. Technology doesn’t

replace people. It empowers them.


Enabling technologies

What do customers want when they come into a branch? They want to feel welcome and understood. They want to explore ideas and get advice. They want their time to be used productively, and to realize their dreams. They want a memorable and enjoyable experience. They want

to interact with other people, friends, business associates and bank staff. The branch is the place for these interactions to take place. Technology doesn’t replace people. It empowers them.

> Welcoming the customer. RFID and biometrics are frequently quoted as a means of identifying customers to branch staff as they enter the branch, through a chip embedded in their ATM card or through a biometric thumbprint. When the same technology is used to access an ATM, personalized software may immediately identify the user as having certain language and menu preferences. ATMs linked to customer information systems may be able to generate an immediate offer to customers as they complete another transaction or enable them to be filtered to another part of the branch for further conversations. (See Figure 5.)

> Understanding the customer’s relationship. Integrated customer information systems provide branch staff with insight into the customer’s relationship with the bank, creating an opportunity to build the relationship or make a sale. When the customer approaches the teller, he can be greeted by name. The teller and other branch staff have access to information about the customer’s relationship with the bank, which creates the opportunity for more personalized service and a deeper relationship. (See Figure 6.)

0684392139466JLKVSKI8-348

Brad Sutton844048933978235-4747343

FIGURE 5A biometric chip can create a welcome message

FIGURE 6The teller knows who the customer

is before he reaches the counter FIGURE 7Making better use of time and space


> Alternative transaction channels. ATMs and video tellers provide self-service facilities for customers who don’t have time to queue. Traditional teller lines can be managed by electronic queue management systems, while branch staff mingle among customers and resolve simple inquiries with Tablet PCs (“line-busting”). Spending less time on transactions creates more time for relationship development and sales opportunities. (See Figure 7.)

> Touch-screen technology. Touch-screen technology is an exciting way for branch officers to discuss products with customers. Images can be transferred across a large screen using gestures or hand movements to shift icons or enlarge images. Surface computing technology can be deployed through large interactive screens within the branch or through desktop interaction. Customers can use this technology to do their own research within the branch or have more engaging discussions with branch officers. (See Figure 8.)

> Video technology. Video technology allows customers to interact with remote bank specialists. This could be available within the branch or through a phone, TV or Xbox console at home. The branch of the future could be your bank in the living room. Video links could also facilitate branch training bringing staff up to speed on new products and services quickly and cost-effectively. (See Figure 9.)

> Text messaging. The branch relationship with customers doesn’t end when they leave, but should rise to a new level. A text message to a mobile phone, combined with a concessionary offer, thanks customers for their visit and loyalty, and creates a follow-up opportunity. (See Figure 10.)

The branch relationship with

customers doesn’t end when they

leave, but should rise to a new level.

FIGURE 8 Surface technology creates new

opportunities for customer interactions

FIGURE 9 Video links provide

access to remote specialists

FIGURE 10 Text messaging —

a great way to say “Thank you”


Case study: Barclays Bank

In December 2008, Barclays Bank opened a new flagship branch at Piccadilly Circus in London. The bank describes the project as “the first ‘brand concept’ branch in the UK,” with 8,000 square feet of retail space over three floors. The concept branch tests customers’ reaction to a radically different approach to banking.

The branch has a large self-service area that includes deposit machines for cash, checks and coins, and an ATM that dispenses dollars and euros.

Images of London are the first thing visitors see as they enter the bank. An online video wall art installation graphically represents London life using content from blogs and input from consoles within the branch.

Outside opening hours, the front of the branch is transformed into the “Night Life” screen. This installation picks up the image of passers using face recognition technology and cameras, and creates moving silhouettes on the screen together with thought bubbles containing random messages.

With the opening of the branch, Barclays became the first bank in Europe to pilot Microsoft Surface. The Surface program allows users to “grab” digital content with their hands and navigate information about Barclays’ Premier banking offering with simple gestures and touches.

Barclays’ concept branch is specifically designed to build brand warmth, reconnect with customers and create a unique customer experience. Cashier windows with no screen, a branch open seven days a week, and staff with handheld PCs to reduce queues take banking to a new level. A similar branch has been opened in Manchester. If this new branded approach to banking is successful it promises a very different customer experience in the branch of the future. (See Figure 11.)

FIGURE 11 The Barclays concept branch

The Microsoft Surface program allows users to “grab” digital content with

their hands and navigate with

simple gestures and touches.


Using innovation to get closer to customers

As banks compete more aggressively, they will seek new ways to differentiate themselves. This is likely to lead to more innovation. Involving customers in the innovation process helps reinforce the relationship between customers and banks. Testing out new ideas in selected branches or through concept branches —

flagship branches that promote leading-edge technology — is one way of reducing the risk of new ideas failing, while at the same time reinforcing customer commitment to the brand.

At a time when customers may feel less loyal, involving them in developing new services may help rebuild brand loyalty. Engaging customers from different segments and communities may also help. Gen Y can be a particularly influential group in exploring the needs of the customer of the future, while targeting groups like families can leverage the relationships of different family members as customers, advisers and counselors to broaden and deepen the involvement with each one and with the family as a whole.

Umpqua Bank believes innovation is one of its core values and an important way of getting customers through the door. The bank wants its branches to be showcases for new technologies that enhance the customer experience. (See Figure 12.)

In planning this 3,800-square-foot branch, Umpqua partnered with Microsoft Corp. and other technology providers.

One new technology being tested in the Innovation Lab is high-end video-conferencing. Branch customers can connect with bank experts at other locations, including investment advisers, mortgage lenders and commercial bankers, to discuss ways of improving the customer experience.

Umpqua Bank believes that innovation is

one of its core values and an

important way of getting customers through the door.

FIGURE 12The innovation lab at Umpqua Bank


Case study: Banca Monte dei Paschi di Siena

How do you take the world’s oldest bank and make it look like one of the newest? Italy’s Banca Monte dei Paschi di Siena is the world’s oldest bank, part of a group that aims to distinguish itself through customer

service. Founded in 1472, it employs 28,000 people in 2,000 branches and serves more than four million customers globally. The bank believes combining technological innovation with a focus on people is the best way to achieve this.

The organization aimed to grow through an integrated multichannel strategy and offer additional financial services and products.

To meet these objectives, the bank wanted to pursue three strategies:

> Migrate branch operations to digital channels

> Develop a greater focus on high-value customer services

> Complete the processing of real-time payment transactions

Solution

In June 2006, Banca Monte dei Paschi di Siena and Microsoft started work on a project to develop the branch of the future. This would offer banking tailored to the lifestyles of its customers, who would be able to choose from a range of traditional or virtual channels to interact with their bank. They would also be able to conduct their business using instant messaging, VoIP and videoconferencing. In addition, the bank needed a new real-time payment solution to replace its batch payment processing environment.

Impact

Customers are now able to interact with branch managers using Internet messaging and video calls. Branch managers can manage resources more effectively, and customers receive quicker and more efficient service. The bank is now able to process settlements in near-real time, compared with twenty-four hours in the past. Also, corporate customers have optimized cash management processes and benefit from improved visibility of cash flows and credit levels with access to these services online.

The Bank is now able to process settlements in near-real time, compared with

twenty-four hours in the past.


Beyond science fiction

The branch of the future will be mobile. It will be in our homes through live TV and Xbox, when we are at work or traveling. Kinect for Xbox 360 technology combined with artificial intelligence has created a software “individual” that can recognize us when we approach it, respond to our emotions and talk to us as if it were

another human being. The prototype example of this features a character called Milo, a 12-year-old boy who lives in a virtual world. Milo has all the characteristics of a 12-year-old boy. He likes games and friends, but hates homework. Milo could be programmed to be a financial adviser, a customer service representative or a mortgage specialist. We could meet Milo at the airport, on our cell phones or in our living rooms on TV. Milo is a creation beyond the dreams of science fiction and he exists today. (See Figure 13.)

FIGURE 13A conversation with Milo

Milo could be programmed to

be a financial adviser, a

customer service representative or a mortgage

specialist.


The revival of relationship banking

Technology is reshaping the banking landscape, making it easier for customers to make decisions about banking services and for competitors to introduce new products. All this leads to a more competitive banking marketplace. In the tougher market that is emerging from the credit crisis, banks are placing a premium on

getting closer to their more valued clients.

Financial reform is also having an impact. Government proposals for a new consumer protection agency emphasize the need for a closer relationship with customers.

Relationship banking is making a comeback after decades of focusing on products. The branch has a renaissance opportunity to emerge as a more strategic tool in the relationship with customers. Its future as a transaction factory or retail outlet is much more limited.

Matthew B. Bienfang

Industry Solutions Manager,

U.S. Financial Services Group

201 Jones Road, Suite 601

Waltham, MA 02451

Work Phone: 781.373.8623

[email protected]

Kevin R. Clay, MBA Industry Market Development Manager, CRM & xRM,U.S. Financial Services6B West Greensboro StreetWrightsville Beach, NC 28480Cell Phone: 910.777.1079 [email protected]

David CoxDirector, Banking and Capital Markets, U.S. Financial Services 1290 Avenue of the Americas 6th Floor New York, NY 10104 Work Phone: 203.524. 2739 Cell: 203.570.3139 [email protected]

Alan Dulin

Industry Solutions Manager,

U.S. Financial Services Group

8800 Lyra Drive, Suite 400

Columbus, OH 43240

Cell Phone: 513.290.2321

[email protected]

Marley Gray

Chief Technology Strategist –

Banking, U.S. Financial Services

8050 Microsoft Way

Charlotte, NC 28273

Cell Phone: 980.776.6535

[email protected]

blogs.msdn.com/marleyg

Jeff Jinnett

Director, Governance, Risk &

Compliance (GRC) Solutions,

U.S. Financial Services

1290 Avenue of the Americas

6th Floor

New York, NY 10104

Cell Phone: 917.716.5903

[email protected]

Colin McClive

Industry Market

Development Manager,



6th Floor

New York, NY 10104

Cell Phone: 203.559.7491

[email protected]

Peter Rist

Regional Manager, Financial

Services, U.S. Financial Services

16070 N.E. 36th Way

Redmond, WA 98052

Cell Phone: 425.753.7737

[email protected]

Kathy Ross

Industry Marketing Manager,



6th Floor

New York, NY 10104

Work Phone: 646.225.4142

[email protected]

Gloria Vargas

Director, Banking and Capital

Markets, U.S. Financial

Services Group


6th Floor

New York, NY 10104

Work Phone: 425.538.1437

Cell: 718.406.4654

[email protected]

twitter: @gloriavargasc

The U.S. Financial Services Industry Team at Microsoft Corporation

16

chips, smartphones and touch-screen technology · 2018-12-20 · to an industry grounded in bricks...

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