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The Corporate Transparency Act requires certain newly formed and existing corporate entities to identify and disclose information on their “beneficial owners” to FinCEN. This information includes identifying the beneficial owners by full legal name, date of birth, current residential or business address, among other data. FinCEN is now seeking preliminary input on various topics that will be covered under the forthcoming CTA regulations, which will guide FinCEN in its implementation of all aspects of the new rules.

Is the Special Purpose Acquisition Companies (SPACs) market dimming? Not likely. Even as the SPAC market takes a breather from its hypersonic acceleration in early 2021, new funders are stepping into the picture. In this webcast, the presenters examined the SPAC environment, evolving deal structures, participants, and risks, as well as important federal regulation changes.

The Biden administration has unveiled a new $2 trillion infrastructure and economic recovery plan, the American Jobs Plan, which is designed to simultaneously revitalize the country’s infrastructure and combat climate change. The Plan will also give municipal investors an opportunity to focus on environmental or “green” project opportunities that range from investing in mass transportation to cleaner energy and water to climate-adaptive infrastructure.

The COVID-19 pandemic has led to an acceleration of adoption of cloud solutions and other remote access tools. However, hasty adoption of any new technology that is not combined with robust security frameworks, policies, and controls can leave businesses vulnerable. A formal vendor management process and having specific controls in place can mean the difference between a cloud solution being a huge advantage to agile solutions or leaving the business open to attacks and unauthorized access.

Uber rethought and deconstructed the traditional value chain in its industry to create a new technology-enabled business model centered on enlisting the capabilities, assets, or knowledge of others. It was the Uberization that pointed toward a new way of creating value and gaining scale, showing its potential for asset managers who are looking past their institutional blinders and carefully observing their environment and weighing alternative ways of doing business.

Organizations across the wealth management landscape face an array of technology risks that are growing more prominent in a post-COVID environment. While keeping an eye on the future and building resiliency, learn how to turn five tech risks—including the rise of disruptive technologies—into an opportunity that goes beyond adopting the right technology.

The possibility of dramatic tax changes on lifetime gifts and after an individual’s death has increased with introduction of the For the 99.5 Percent Act and the Sensible Taxation and Equity Promotion Act in the U.S. While it remains early in the legislative process, the chances of significant changes are growing and the window for action is closing. For those individuals and families of wealth who said they would deal with these issues “later,” the time is now to do proactive tax and estate planning.

Artificial intelligence is quickly transitioning from curiosity to critical cog in efforts to monetize data and power applications from front to back office. Given asset management’s reliance on efficient data processing, rapid decision making, and accurate reporting, there are myriad ways machine intelligence can have an impact.

Data-smart companies are learning how to access, aggregate, and distill competitive knowledge from a vast sea of previously inaccessible information. While there will be asset managers who resist the data adoption or take a wait-and-see attitude, the firms that enthusiastically embrace a data-centric strategy can expect to be rewarded with unanticipated competitive advantages.

Online platforms are reshaping business dynamics, putting customers in charge and forever altering the customer experience. As Asset Managers weigh the critical decision of whether and how to embrace disruptive technologies and business models (which may not be profitable for some time, could undercut current product lines, and may not succeed at all), some lessons can be learned from Amazon’s journey.