31 May 2021  /  by:

Central 1

  /  5 minutes

第二部分- Central 1的布伦特·克洛德:领导财政部团队应对大流行

In part 1, 银河076注册了解了2020年春天发生的事件,当时COVID-19被宣布为大流行 how the Treasury business supported members. In part 2, 银河076注册更了解Brent丰富的金融服务经验, 他在Central 1的角色以及过去一年的经验教训.

Drawing from experience

Reflecting on the past year, 只有像布伦特这样经验丰富的人才能谦逊地说:“这是有趣的一年.”

Brent于2015年加入Central 1,担任首席投资官(CIO),在银行和保险领域拥有超过25年的专业经验. 他在宏利金融任职七年,担任财政部风险管理及融资副总裁 & Liquidity Operations. In this role, 他负责监督全球流动性管理和结构性外汇风险管理, derivative hedging strategies and compliance.

Although he enjoyed his time in the insurance industry, he was happy to return to banking where he started his career.

Prior to Manulife, 他花了职业生涯的前12年在CIBC晋升, starting as an Associate in Fixed Income & Money Markets, 成为总会计师办公室的高级经理, then into the role of Executive Director, Treasury, Balance Sheet & Risk Management group. 最终,他成为CIBC世界市场在纽约办事处的美国财务总监,然后是财政部总监 & Risk Management Finance division.

他持有麦克马斯特大学(McMaster University)的金融工商管理硕士学位,以及西安大略大学(University of Western Ontario)的行政和商业研究学士学位. He’s also a Chartered Financial Analyst (CFA), 也是Aviso Wealth的董事会成员和审计委员会主席.

Responsibilities as Central 1’s CIO

此外,他还负责运营财政部业务以及向会员和客户提供的一系列产品和服务, and liquidity risk management and funding, 布伦特还负责与加拿大银行(BoC)的关系。.

中央1号与中行有直接关系,以帮助建立一个稳定、高效的金融体系,充当中行与加拿大信用合作社之间的集团清算机构.

布伦特还负责与投资者以及银河076注册的两家信用评级机构——晨星DBRS和惠誉评级——的关系. As a rated entity, Central 1 can access capital markets. In turn, this provides credit unions with access to derivatives, foreign exchange, and other products.

最重要的是,它使中央1号能够以低成本向信用合作社提供资金. 中央1号的资产主要投资于有价证券, 使“中央1号”能够向成员国提供大量资金承诺.

In addition, 中央1号与监管机构的合作关系使中央1号能够在监管问题上要求更明确——尽管加拿大信用联盟会在监管问题上代表信用联盟会系统.

As the CIO and an executive on the management team, 布伦特说,像Central 1这样规模较小的机构与大型金融机构最大的不同之处在于,他拥有广泛的授权.

“I’m exposed to a lot. Not only am I running a business line, but I also need to think about delivery, client satisfaction, pricing, relationships with our members, regulators, rating agencies, investors and the BoC. As a member of the executive leadership team, I’m also a part of corporate strategic decisions,” he replied. “It’s a diverse role and I really enjoy working at Central 1.”

With five years at Central 1 under his belt, 布伦特在组织中取得了重大成就. Something he is most proud of, but admittedly says he can’t take credit for, is the quality of the Treasury team. Many of the team members were at Central 1 before he started.

“Their level of expertise, knowledge of the system, strategic thinking, passion and dedication is inspiring,” he said with a smile. “They all want to do right thing and help our members.”

没有比最近成功分离总计约90亿美元的强制流动性池(MLP)更好的例子了.

2021年1月1日,Central 1成功转型B.C. 和安大略信用合作社从存款结构转变为投资结构,以有利于信用合作社系统. 这是一代人中的一次转变,在一年内完成了——至少在大流行期间完成——以便与联邦和国际监管标准建立更紧密的一致性.

The project team consistently pivoted, collaborated, 并与多个利益相关者协商,在快速变化的环境中非常快速和轻松地行动. 他们对项目和目标的承诺意味着他们为变更做好了准备,并在严格的时间线内交付,同时保持预算不变.

“在大流行期间,他们自己也面临远程工作的挑战, our team really came together. 这个项目的执行比我想象的还要顺利. It really is a testament to the quality of our people.” Brent said proudly. “There was so much going on last spring. 银河076注册关注的是信用社系统的健康状况和潜在的流动性危机, all the while having to segregate the MLP.”

Lessons learned

The year 2020 really showed us the best of the system, 但它也暴露了金融机构的脆弱性,加快了变革的步伐.

With low interest rates here to stay, margin pressure, competition from banks and fintechs, and the need for improved efficiency ratios, 毫无疑问,中央一号和信用合作社系统需要发展.

操作环境意味着中央1和信用合作社需要采取有意的步骤,以确保其未来的成功. 重要的是要提高效率,并找到最相关的机会来扩大规模和合作.

“与银行相比,信用合作社在适应行业动荡方面具有明显优势. Their size lends to agility, 以及它们固有的ESG特性应该会成为一个有吸引力的选择. 整个系统只需要利用这些优势,而且要快。. “通过适应影响加拿大所有金融机构的变化, and those specific to credit unions and Central 1, 银河076注册可以继续发展,以满足银河076注册的会员和客户当前和未来的需求.”

Status quo is no longer sustainable.

“We all have an opportunity to learn from each other, work together and adapt to this rapidly changing environment,” he concludes.