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| by Brian Hink | 0
Your Sr. Management team has decided to migrate your bank or credit union from an In-house core, which resides on premise, to an outsourced core platform, which resides at your vendor. Your financial team has reviewed the total cost of ownership of both models.
They have decided that between the reduced risk and reduced staffing and hardware costs that they will experience under the outsourced model, they can make the higher vendor fees work. And so they are migrating to an outsourced environment.
You will now pay “per use” for your software, where previously you may have paid the core vendor through licensed tiers. There are a couple items to actively manage which could help you reduce your costs even further:
For the purpose of this discussion, we will use inactive credit union member accounts and closed bank accounts interchangeably. Most cores charge for closed accounts each month, since they have to process and balance these accounts each day alongside their open accounts. Large mainframe core programs spin through all accounts regardless of whether they are open or closed. And so, until you purge them, they will be counted and invoiced for.
Sometimes the bank or credit union team does not have the option to purge their inactive accounts during the fiscal year. If that is the case with your core, then at a minimum you should plan to purge the closed accounts prior to the migration from your In-house system. While they are still in your possession, you still have control over your purge.
Since many In-house systems carry closed accounts indefinitely, an initial purge of accounts that have been closed more than 12-18 months will save you from paying for unnecessary closed accounts in the first year.
Like closed accounts or inactive members, images are another area where, once you move to an outsourced or hosted model, you will likely have a “per image” or “per storage unit” cost to store the images. This is the vendor’s way to have you actively manage the amount of storage capacity needed to run your system within their facility.
Prior to your conversion, take out the trash. Remove the old signature cards, drivers licenses, mortgage documents, checks and statement images from previous customers that are no longer with you. Under the new CECL rules, longer retention may be required for the mortgage documents, but it is not an indefinite retention period, which may be the way it was treated when the system was within your walls.
Good luck with your migration! If you need any assistance in determining whether In-House our outsource is the right decision for your financial institution. keep Remedy Consulting in mind:
Brian Hink
Senior Director
Brian manages Remedy’s Vendor Negotiation and Bank Strategy practices.
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Remedy Consulting helps financial institutions (FI) thrive through best-in-class fintech consulting services specializing in System Selections, Contract Negotiations, Outsourcing/In-House Advisory, Bank Mergers & Acquisitions, and FI Strategic Planning. As a trusted advisor to banks and credit unions located in Wisconsin, the Remedy Team has executed over 700 system selection and vendor negotiations since 2016. Our clients receive a cost reduction on their core vendor contracts and increased efficiency with Remedy's Price Repository. To learn more about Remedy Consulting, contact us today!
Cornerstone Bank thanks Remedy Consulting as a strategic partner in core contract negotiation. Brian, Project Manager, streamlined the process of our core vendor renewal and advised us as to the new technologies that we could continue/implement and still receive a cost reduction on our five-year contract. We are happy to highly recommend Brian and the Remedy Team.
John Doull, President
Cornerstone Bank, Overland Park, KS
After completing one renewal on your own, it was evident that market pricing information was necessary for an effective negotiation. Remedy was able to provide that plus other contract information that made for a positive renewal. Remedy was able to achieve more than our expectations, including significantly lower rates.
Amy Johnson, COO
Dairy State Bank, Rice Lake, WI
We wanted to ensure our pricing and contract terms were in line with those of other financial institutions. Remedy had the tools and knowledge to help us out. The process, from beginning to end, lasted about 4 months. Remedy took care of all the negotiations and simply kept us apprised of where the negotiations were at and how they were going.
Ben Hansen, CEO
RSNB Bank, Rock Springs, WY
Our organization was engaged in a negotiation with our core provider for a contract renewal. Although we were already well into the process, I made the decision to hire Remedy because I felt the negotiations were taking too long and consuming too much of my management team's time.
Josh Hoppes, CEO
Mutual Savings Association, Leavenworth, KS
Remedy Consulting was able to achieve much more than our expectations during our core contract negotiation including significantly lower rates and contract language that much more favorable to the bank. We were extremely impressed with the project management and professionalism shown by the Remedy Team. Highly recommended.
Walker Jordan, President
Bank of Monticello