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Bob Blower

CEO designate at Clarency.com

Bob Blower is a business consultant at UNITE Global AS, a company that provides real-time payments and settlements services for banks.4 He is also the CEO Designate of Clarency.com, a fintech company.2

With a background in entrepreneurship and innovation, Bob Blower has expertise in the financial technology sector, particularly in areas related to trade finance and blockchain technology.12 He has been involved in discussions about the future of trade finance and the potential impact of blockchain on the industry.1

In February 2023, Bob announced that Clarency Singapore had become a member of the Singapore Fintech Association, indicating his ongoing involvement in the fintech ecosystem.3

Bob Blower's LinkedIn username is bob-blower-414602, as mentioned in the query. His profile likely contains more details about his professional experience and current roles in the fintech and payments industry.

Highlights

Mar 9 · linkedin

SWIFT and others are struggling with how to bring stable coins and Government versioned CBDC into the framework of payments, but not so far value (interest bearing tokens anyone?).

Of course a lof payments are built around copper wires technology. Very truncated and specialised data formats that try to optimise speed and data usage to enable faster transmission and processing. These are reconciled and against other messages and then posted as “true” value to accounts. accounts sit on core banking platforms and are structured for statements based on the local settlements.

Digital tokens sit in wallets, are by their nature multi-asset and multicurrency but the ERP, cash management and core banking platforms are struggling to catch up. Companies like E6 are embracing this new world, but payments technology lags because its a community business. Bringing 11,000 banks to one standard would take decades. At HSBC I worked out it would take 17 years to have a single version of core banking across 55 countries - and that was excluding the atypical processing platforms in UK and Hong Kong.

Banks like JP Morgan have designed their multicurrency capability around two processing platforms. Their background in asset management makes it simpler to recognise assets to store value as wallets rather than opening “accounts” to store value.

In this tokenised asset driven world cash management changes. Convertability matters, the liquidity matters, concentration matters. Its more like CDs and CP, than fx accounts.

A distributed world reflects a different way to look at balance sheets and liquidity. But the technology is there for leaders, others will have to bite the bullet and embrace change and redundancy.

Mar 7 · linkedin

There is an old adage known to liquidity managers worldwide, that liquidity is always in the wrong place when you need it. I worked with Hewlett Packard several years ago on recognition of cash in their treasury platform. To be recognised the cash in each country had to be reconciled to purchase order and invoice, before being posted to the internal ledger.

Most cashflow was associated with the largest buyers and suppliers, as you went beyond these the values reduced and the number of buyers and suppliers multiplied. The incremental cost of reconciling many smaller suppliers and buyers was higher than the cash being released so we concentrated on the largest buyer and suppliers. To capture between 40-60% of the cash flow. The purchase orders and invoices were stored globally in multiple ERP platforms making it difficult to access all the data, while the cats balances were reported through bank statements provided by around 180 banks, many of which issued a paper based statement rather than electronic ones. In either state there was little standardisation around the data. An invoice covering multiple deliveries would cover many items using single reference number, of the bank replaced remittance information with their own servicer reference, while different payment systems obliterated or truncated reference information to the point that it either did not make the statement or was so mangled as to be unusable.

I the absence reconciled cash the Treasurer might need to make costly or mistaken decisions. If a country was short of cash they might need to move cash from another incurring costs. They might request sales to give discounts for early settlement of outstanding invoices, or they might use invoice discounting the boost cash, or cover shortfalls. The CFO might use factoring of lengthen the payment of supplier invoices to bolster cash balances, especially around year end. The accumulation the fees and charges in a large company could run to hundreds of millions. The impact on corporate operating margins might be fatal for a trading business.

Reduction of correspondent banking activity increases the cost and complexity of cross border trade. It directly impacts the routing, the management and cost of internationally active companies at a time when supply chain disruptions, sanctions and compliance costs are eroding or eliminating trading margins or forcing prices up to the detriment of us all.

Enabling simple movement of data to support transactions can significantly reduce delays, uncertainties and costs associated with cross border business. reducing these factors encourages cross border trade and restores equilibrium to a rich seam to help grow companies and economies reducing poverty into the bargain. At Clarency we support the goal enshrined in SDG16 and the parallel efforts to enhance KYC and compliance data through ISO20022 and the G20 by pioneering new technology and operating models. InterlockLedger.

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Bob Blower
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