Meradia’s client, a global asset servicing company, acquired a Central European asset servicing firm, which included a middle-office software vendor. The software vendor served both the newly acquired Central European asset servicing business and had independent clients. Meradia was engaged to identify and evaluate ways our client could leverage this newly acquired software asset. Options included: sell the software and technology arm; leverage the vendor platform as a new foundation to replace aging North American infrastructure; and, integrate this new platform into its overall product strategy, focusing its use on particular product segment. The vendor’s performance and attribution capabilities were of primary interest.


  • Accelerated analysis by leveraging Meradia’s standard investment performance and attribution RFP framework to quickly identify capabilities of North American architecture.
  • Created catalog of global and local performance and attribution requirements.
  • Compared platform technology and architecture requirements with global firm’s platform, direction and policies.
  • Conducted regional workshops with both operational and executive teams.
  • Delivered assessment and next steps recommendations to stakeholder group.
  • Identified key target outcomes for the next phase of the program.


  • Global site visits revealed large pockets of unexpected needs that were not met by internal legacy platforms or the acquired vendor.
  • Product strength and weakness assessment including heat matrix for requirements and capabilities drove prioritized recommendations.
  • Platform convergence would have necessitated large investments in either platform. Meradia helped the client create a product roadmap to right-size product offerings with an appropriate performance technology backbone that would meet the operational efficiency demands of the North American market as well as the local specific use case needs. The newly acquired software asset fit well into an overall product strategy as the legacy platform was deficient in serving wealth segments.


Meradia’s industry expertise and perspective was a game-changer as small conversations about, for example, how a system handles something as simple as classification structures or non-business month-ends reveals much about underlying constraints. Knowledge of software and operating model best practices were an additional benchmark against which to measure system capabilities. As an independent third party capable of demonstrating domain expertise, Meradia was able to bridge cultural differences and gain the trust and cooperation of multiple local teams each of whom had their own agendas.

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