The financial crisis and the ensuing tsunami of regulatory change has forced many participants across the financial services sector to take a radically different approach as to how they manage their core businesses.

A tougher regulatory regime against bank capital structures has significantly dented profitability across many, once lucrative, business lines whilst the knock on effect through the value chain has ensured that the buy-side are not immune to these problems either.

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I am interested to see Part 2 of this article develop and suggest ways to drive change across an enterprise – something which EMIR has shown to be a tough challenge.