Agefi Luxembourg - avril 2025

AGEFI Luxembourg 46 Avril 2025 Informatique financière EDITORIAL - By Adelin REMY, Editor, AGEFI Luxembourg M ore andmore service provi- ders (telecommunications, banks, insurance companies, etc.) no longer provide their contact email address. Customers are generally left with onlymessaging options on their website, chat, phone, What- sApp, or other social media. The advantages of email over other electronic communication methods (instant messaging, chats, VOIP, etc.) include: Formality and Traceability : Email is often perceived asmore formal and suit- able for professional communications. It al- lows for awritten record of exchanges, which is useful for contracts, agree- ments, or important discussions. Accessibility and Universality : Email works on all platforms (PCs, smartphones, tablets) without requir- ing specific software or a specific so- cial network. Unlike instant messaging, which sometimes re- quires both parties to be on the same platform (WhatsApp, Teams, etc.), email is interoper- able between all providers (Gmail, Out- look, etc.). Archiving and Tracking: Easy to organize thanks to folders, filters, and search functions. It can be used as legal evidence, un- like instant messages, which are more volatile. It also allows for the automation of certain tasks (receipt receipts, automatic replies). No interruptions : Unlike phone calls or instant messages, email allows for asynchronous com- munication , avoiding interruptions and allow- ing the recipient to respond at their own pace. Security and Privacy : Can be encrypted (via PGP or S/MIME) to ensure confidentiality . It is less vulnerable to account hacks or data leaks than some centralized instant messengers. Com- panies can control and secure their own email servers, unlike third-party applications. Ability to Send Attachments : It is possible to send large and varied documents (PDFs, images, ZIP files, etc.) in a more organized manner than chat or instant messaging. Unlike platforms like WhatsApp, file quality is not reduced during sending. Integration with other tools: Compati- ble with professional software (CRM, ERP, proj- ect management tools) and allows for the automatic sending of notifications (invoices, re- minders, newsletters, etc.). On-site messaging offers most of these advan- tages, sometimes to a lesser extent (deletion of old messages, partitioning of multiple messag- ing services with the same provider, etc.). Chat can have the disadvantages of waiting times and inadequate responses (especially if the cus- tomer asks the wrong question). Telephone, par- ticularly since Covid, is accompanied by sometimes long and complex guidance , wait times, and absences due to remote working . Email remains an essential tool for formal, pro- fessional, and long-term communications , un- like instant messaging, which is more suited to quick and informal exchanges. Request email as supplier contact D epowise is on fire. The all-in-one asset servicing platform is scaling fast, hi- ring top talent, expanding its product range, and gro- wing its customer base. With a strong foothold in the European market and the trust of top banks and financial institutions, the next frontier is clear: glo- bal expansion. As part of this journey, Depowise is strengthening its team by hiringAmit Halbhavi as Customer Success Leader. AmitHalbhavijoinsDepowiseas Customer Success Leader, brin- ging powerhouse expertise from Asia, the Middle East, and Eu- rope. With a track record at KPMG Luxembourg , Deloitte , and EY , he’s spent 13+ years hel- pingtopfinancialinstitutionsmo- dernize, scale, and stay ahead of regulatoryshifts.Now,he’savital partofDepowise’smissiontoele- vate its community-driven stan- dardandexpand its global reach. “We’re not here to follow trends—we’re here to create them,” says Melanie Moos , De- powise Managing Director in Luxembourg. “Amit knows exactly what it takes to help fi- nancial institutions evolve and will play a huge role inDepowi- se’s next growth phase.” Depowise isn’t just another fin- tech tool. It’s a new standard—a dynamic, ever-improving plat- form where every customer be- nefitsfromcollectiveintelligence. “Everynewcustomerdoesn’tjust getabest-in-classAI-drivensolu- tion,”saysAmitHalbhavi.“They contribute governance insights and best practices that make the platform stronger for everyone. That’s the power of a commu- nity-driven standard.” As Customer Success Leader at Depowise, Amit is all about ma- king things click for customers. He’s the go-to guy for seamless onboarding,smoothrollouts,and making sure every customer gets the most out of Depowise. Wor- kinghand-in-handwithfinancial institutions, he helps them streamlineoperations, stayahead of regulations, and level up their digitalgame—poweredbyDepo- wise’s cutting-edge tech. Amit’s all about building smart, value-driven strategies that keep businesses strong and ready for whatever comes next. With a Master of Global Business from SP JainSchool ofGlobalManage- ment, he’s got the perfect mix of sharp analysis and big-picture thinking to help companies stay ahead in a fast-moving financial world.Aproblem-solver at heart, he thrives on teamwork, sharp thinking,anddeliveringsolutions that make a real impact. As a de- votedLuxembourger,Amitisjoi- ning the Depowise Luxembourg entityandexpresseshisapprecia- tion for the local community: „I absolutely love the vibe of this city. Luxembourg has given De- powise a warm welcome, the LHoFThasopeneditsdoorstous, and the community has embra- ceduswithgrowingtrustinevery collaboration. We are truly grate- ful for that!’” Building Smarter, Moving Faster Depowiseissolvingamassivein- dustry pain point: outdated, ma- nual oversight and compliance workflows that slow institutions down and expose them to risk. The solution?Asingle, intelligent platform that automates over- sight, streamlines compliance, and helps financial institutions scale—without the inefficiencies. - One platform for everyone — Replaces fragmented systems with a unified, AI-powered so- lution. - Automation-first approach — Eliminatesmanual oversight, re- duces risk, and increases transparency. - Seamless regulatory comp- liance —Keeps firms ahead of evolving regulations effortlessly. A recent addition to Depowise’s arsenal is the next-gen Due Dili- genceQuestionnaire(DDQ).This tool centralizes sensitive informa- tionandautomates secure, seam- less stakeholder communication. Already adopted by a Tier 1 Lu- xembourg Management Com- pany, it’s setting a new industry benchmark. Asia Expansion Depowise is going global, and Asia is first on the list. The team met with 20 top decision-makers inHongKong to validatemarket demand. The takeaway? The re- gion isprimed forDepowise.De- powise has spent over a year preparing for this move—hiring keytalentandenhancingtheplat- form for new regulatory frame- works. Now, the groundwork is set.Asia is next. Amit Halbhavi Joins Depowise to Go Global ©KrõõtTarkmeel ByOriane KAESMANN, ResearchManager the LHoFT ALHoFT-aligned response T he EIB Report 2024/2025 (1) frames the EuropeanUnion’s economic prospects within three essential policy levers: in- novation, integration, and simplification. These are fundamental prerequisites for Eu- rope to reclaimtechnological sovereignty and adapt to the post-COVID, climate- aware,AI-accelerated economic order. In the sector of digital finance and fintech, these dynamics are particularly acute. This article explores how local infrastructure interfaces with structural policy barriers and opportu- nities outlined in the EIB’s analysis. Europe’s Scale-UpDeficit andStrategicVulnerabilities StructuralDeficits inScale-UpFinance TheEIBunderscoresastarkinnovationfinancinggap, particularly in later-stage venture capital. European financingatSeriesC (2) andbeyondis4.4xsmallerthan in theUS,witha total gapexceedingEUR88billion (3) . Thisdirectlyimpactsthescalabilityandsurvivalofin- novative firms. Technological Sovereignty and Startup Fragility Heavy reliance onnon-EUplatforms for ICT infras- tructure and cloud services is flagged as a critical vulnerability (4) . Startups face obstacles accessing risk capital and infrastructure, compoundedbyEU underperformance in high-growth innovation sec- tors like FinTech, deep tech, andAI. EcosystemNodes and Local Policy Experiments Innovation hubs are useful for testing regulatory sandboxes, promotingpublic-privatedialogue, and connecting startups with incumbent institutions. However, they cannot offset the structural under- capitalisation and fragmented market dynamics limiting scale-up success. For instance, only 0.2%of EU SMEs access venture funding (5) . Innovation-support institutions should be nested within a coherent macro-policy framework that includes pan-European risk capital vehicles, deeper IPO (6) markets, and institutional investor engagement. Market Fragmentation as a Structural Drag Incomplete Integration vs Capital Allocation The EU’s capitalmarkets remain fragmented: post- trade infrastructures are 20 times more numerous than in theUS (7) , drivingup costs and reducing IPO and M&A activity. While Luxembourg ranks above average in market integration indicators, much of the bloc suffers from subscale and poorly connected markets. Complexity Penalties for Small Firms The report notes that 86% of EU firms dedicate re- sources to regulatory compliance. For smaller firms, this is especiallyburdensome: The bureaucracy cost “increases to 2.5% of turnover for small and medium-sized enterprises (SMEs) (8) .” This com- plexity also manifests in FinTech-specific compli- ance with regimes such as MiCA, DORA, and the AML/CFT frameworks. Simplification and Proportionality The EIB supports simplifying reporting and com- pliance obligations (9) , potentially throughdigital in- terfaces. FinTechs can serve as a testbed for such policy interventions, as they often lead in regtech, compliance automation, and cross-border digital onboarding. While the LHoFT’s ecosystem activities contribute meaningfully to reducing friction at the local or na- tional level, they operate within a broader Euro- pean regulatory and institutional framework that remains fragmented and uneven. The overarching policy problem lies in the persistence of regulatory redundancy across EUmember states. Evenwithin the singlemarket, FinTech firms often must navigate multiple layers of supervision, li- censing regimes, and compliance expectations that vary by jurisdiction, therefore undermining the very concept of a unifieddigital finance ecosystem. While regional initiatives are important for experi- mentation, dialogue, and proof-of-concept devel- opment, their impact is constrainedunlessmatched by systemic EU-level simplification and supervi- sory coordination. Conclusion: FromStrategy to Structural Transformation The EIB’s report lays out a macro-policy blueprint for adigitally sovereign and economicallydynamic Europe. Its recommendations, ranging fromscaling up investment, integrating capital markets, and re- ducing regulatorydrag, applywith special urgency in FinTech, a sector that embodies both Europe’s potential and its current constraints. Innovation ecosystems can serve as translational in- frastructure, linking EU priorities to local capabili- ties. However, without systemic capital deepening, these hubs risk becoming islands of excellence in an underpowered ocean. Ultimately, transforming Europe’s investment en- vironmentwill dependnot on rhetorical alignment but on institutional coherence, policy discipline, and the strategic activation of local nodes within a continental framework. 1) EIB (5Mar 2025) “EIB Investment Report 2024/2025 - Innova- tion,integrationandsimplificationinEurope ”https://lc.cx/bfvwce 2)“InSeriesCrounds,investorsinjectcapitalintosuccessfulbusi- nessesinanefforttoreceivemorethandoublethatamountback. Series C funding focuses on scaling the company, growing as quicklyandsuccessfullyaspossible.”Source :https://lc.cx/zDVxhc 3) See page 129 “Capital invested and the gap with the United States(EURbillion),byinstrumenttype” 4)Seepage38. 5)Seepage128“PartI-Publicandcorporateinvestmentinachal- lengingenvironment” 6) “An IPO, or initial public offering, is the term for the first time that a private company sells shares of its stock to the public on a stockexchange. ”https://www.investopedia.com/terms/i/ipo.asp 7)Seepage133. 8)SeepageV. 9)Seepage39. Europe at the Crossroads of Innovation and Integration ©Midjourney Capital invested and the gap with the United States (EUR billion), by instrument type Source :EIBstaffcalculationsbasedonPitchBookData,Inc. Pre-seed Seed Later stage (C+) Venture debt Mergerandacquisition IPOs EU Gap Earlystage (A/Bseries)