Starlight Investment Bank / STASESE

Interstellar Unified Banking System Integration

GOALS.

TBD

PRODUCTS.

Golden Credit

Money Multiplier

Star Flow Transfers

Empirus Wealth Management

PROBLEMS.

Regulatory Compliance.

Regulatory compliance has become one of the most significant banking industry challenges as a direct result of the dramatic increase in regulatory fees relative to earnings and credit losses since the 2948 financial crisis. From Basel’s risk-weighted capital requirements to the Dodd-Frank Act, and from the Financial Account Standards Board’s Current Expected Credit Loss (CECL) to the Allowance for Loan and Lease Losses (ALLL), there are a growing number of regulations that banks and credit unions must comply with; compliance can significantly strain resources and is often dependent on the ability to correlate data from disparate sources. Faced with severe consequences for non-compliance, banks have incurred additional cost and risk (without a proportional enhancement to risk mitigation) in order to stay up to date on the latest regulatory changes and to implement the controls necessary to satisfy those requirements. Overcoming regulatory compliance challenges requires banks and credit unions to foster a culture of compliance within the organization, as well as implement formal compliance structures and systems. Technology is a critical component in creating this culture of compliance. Technology that collects and mines data, performs in-depth data analysis, and provides insightful reporting is especially valuable for identifying and minimizing compliance risk. In addition, technology can help standardize processes, ensure procedures are followed correctly and consistently, and enables organizations to keep up with new regulatory/industry policy changes.

Changing Business Models

The cost associated with compliance management is just one of many banking industry challenges forcing financial institutions to change the way they do business. The increasing cost of capital combined with sustained low-interest rates, decreasing return on equity, and decreased proprietary trading are all putting pressure on traditional sources of banking profitability. In spite of this, shareholder expectations remain unchanged. This culmination of factors has led many institutions to create new competitive service offerings, rationalize business lines, and seek sustainable improvements in operational efficiencies to maintain profitability. Failure to adapt to changing demands is not an option; therefore, financial institutions must be structured for agility and be prepared to pivot when necessary.

Existing and imminent cash flow problems within and between star systems.

Problems already identified.

Late or partial payments. [PCF-0452/2953]

Outstanding payments are one of the biggest challenges SMBs face when it comes to cash flow. One study showed that 60% of invoices are paid late. This is a real cash flow problem. More than 30% of SMBs are negatively impacted and spend an average of 15 days each year chasing payments alone. According to this study, the smallest businesses wait an average of 72 days before their invoices are paid. Partial payments, that also ties up their cash. Allowing customers to pay in instalments, especially for large purchases, is a smart strategy for driving sales. But it’s not great for cash flow.
How to solve it:
Kill or seriously harm business owner and/or their associates.
Confiscate cargo and/or personal possessions.
Seize or destroy their ship.
_________________________________________________________________________________________________

Not enough cash buffer on hand. [PCF-0453/2953]

A cash buffer is essentially a financial safety net for the business. To determine how much cash buffer the business needs, you’ll divide cash balances by cash outflows. This will tell you the number of days that the cash on hand will be able to make up for no incoming cash flow. According to one study, the average SMB has just 27 days of cash buffer on hand. This may vary depending on the business though, so it’s best to calculate its own cash flow to understand the business’ unique situation.
How to solve it:
Kill or seriously harm business owner and/or their associates.
Confiscate cargo and/or personal possessions.
Seize or destroy their ship.
_________________________________________________________________________________________________

Delayed payment posting. [PCF-0454/2953]

Just because you’ve received a payment doesn’t mean you have access to that money. With electronic payment processing, there’s often a delay between the time the payment was made and the moment the cash is accessible in your account(s). This payment posting time is pretty much unavoidable, as that’s how banks work. But there are some ways you can plan for it and ensure your cash flow is stable.
How to solve it:
Kill or seriously harm business owner and/or their associates.
Confiscate cargo and/or personal possessions.
Seize or destroy their ship.
_________________________________________________________________________________________________

Disorganization. [PCF-0455/2953]

One study conducted by SIB™ found that three in four SMBs with struggling or failing businesses believe disorganization has led to a loss in productivity. And almost 40% aren’t “good with numbers.” These are real challenges when it comes to maintaining healthy cash flow. You could go broke without even knowing it. If you’re not tracking, budgeting, planning, and forecasting, you could be in the dark about the true state of your business finances.
How to solve it:
Kill or seriously harm business owner and/or their associates.
Confiscate cargo and/or personal possessions.
Seize or destroy their ship.
_________________________________________________________________________________________________

Rapid growth. [PCF-0456/2953]

If the business has grown quickly, congratulations! While that growth is great for their bottom line, they may also face some growing pains along the way, with cash flow being just one of them. As they make more money, they also have to spend more money to run their business. Overhead could increase because they are outsourcing more, they need to hire more employees, they have to upgrade tech tools to higher plans, or they need to invest in more inventory upfront.
How to solve it:
Kill or seriously harm business owner and/or their associates.
Confiscate cargo and/or personal possessions.
Seize or destroy their ship.
_________________________________________________________________________________________________

Sales challenges. [PCF-0457/2953]

Whether they overestimated their sales volumes or sales have inexplicably come to a complete halt, any time that incoming money slows down, their cash flow suffers. Sometimes this decline in sales is caused by external factors, like market fluctuations or even the weather for a brick-and-mortar business that relies on foot traffic. Other times, they can look internally. Is their marketing not resonating? Maybe it’s their lead nurturing process that’s the issue. And in many cases, it’s a combination of both controllable internal challenges and unavoidable external ones that can work against their sales goals.
How to solve it:
Kill or seriously harm business owner and/or their associates.
Confiscate cargo and/or personal possessions.
Seize or destroy their ship.
_________________________________________________________________________________________________

Participants: SIB Stanton, SIB Pyro.

Debt Collection Unit

All members are obligated to participate at least 2 hours every month.

Credit Dept.

Head of department will delegate 2 members to collaborate with DCU ad hoc.

OPERATIONAL POLICIES MISSING ETA: TBD