Cheetah News
In an industry where margins matter and expectations are rising, sticking with outdated technology isn’t just inefficient—it’s risky.
Whether the motivation is to grow, reduce cost, or simply survive, trust providers and wealth managers can no longer afford to dance with the devil they know.
Purpose is powerful, but it’s meaningless without alignment. That’s why our foundational values are so critical. They’re what we hire for. We’ve identified our values as dedication to service, encouragement, and innovation.
Manual processes still lurk in many trust and wealth management departments. From compliance risks to staff burnout, these inefficiencies don’t just slow you down, they hold your entire business back.
If you’re evaluating your options, it’s not just about ticking boxes for features. It’s about finding a system that fits your institution’s needs today — and scales for tomorrow.
From CrossFit coaching to climbing Kilimanjaro, Trent Seed is no stranger to a challenge — and that mindset carries through in his professional life, too.
Trust departments are often treated as a necessary but unprofitable part of a bank’s offering.
But what if the lack of profitability isn’t a given? What if it’s the result of internal habits and outdated assumptions?
Banks tend to have good reputations and great brand equity in the markets they serve, Stone said. So how can they leverage those advantages to convert depository clients to wealth management customers?
In a recent economic webinar hosted by Cheetah, AssetMark’s Chief Investment Officer Christian Chan and Chief Market Strategist Kezia Samuel helped make sense of the current landscape—and points toward practical steps investors can take to stay steady and strategic.
Bath Savings Trust Company, a subsidiary of Bath Savings Institution, has a rich legacy as the third oldest bank in Maine, established in 1852. In