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time and incorporate automation to remove human-factor interruption. The other was with enterprise movement of data to support all business lines within our organization. To make the first migrations smooth and timely, and to show off the power of our ecosystem, we moved the application stack for the entire division. We went through the division’s inventory and rearchitected the applications directly into the cloud. We were sure to guard against building everything so tightly cou- pled to AWS that it would not be portable to another provider in the future; this ability to de-couple the open source stack that we leveraged was pivotal in our cloud strategy. We also used the cloud to lower the risks of moving data between departments. Moving to the cloud pro- vided transparency for our systems and identified optimal functionality. It improved the flow of portfo- lio and sales data and reduced the risk of delays in our daily file delivery processing. In our industry, time is an important factor, so we focus on driving process efficiencies and trade execution to meet daily mile- stones; time-to-process metric is a key element. Unexpected Challenges We addressed some unexpected engineering chal- lenges encountered along the way. For example, we rolled out a new framework for job automation and migrated our two-year-old services to the new envi- Over three years later, we have eliminated our physical data center footprint and moved nearly all our workloads to the cloud. ronment. We will continue to evaluate and reassess our decisions and bring new services up as needed. This is a conservative approach to continuous improvement of systems, but provides far less opera- tional disruption, which is a key performance indica- tor for this initiative. Conclusion Though our move to the cloud remains an ongoing process, we have succeeded not only in migrating off our data center, but also in creating a resilient infra- structure. Our systems are more stable, resilient and scalable without being bound by a particular physical location (geo-diversity is a key element of our future internal IT resiliency standards). We have reduced our risks, eliminated human-factor oversight when appropriate and saved on costs across the board. Mission accomplished. George Marootian is Executive Vice President and Head of Technology for US Distribution at Natixis Investment Managers. This is the first article of a three-part series that will discuss the firm’s move to the cloud, continued operations in AWS, and the inno- vation and agility the organization has benefitted from since the migration. Natixis Global Asset Management is a multi-affiliate organization that offers a single point of access to more than 20 specialized investment firms in the Americas, Europe and Asia. The firm ranks among the world’s largest asset managers. Through its Durable Portfolio Construction philosophy, the company is dedicated to providing innovative ideas on asset allo- cation and risk management that can help institu- tions, advisors and individuals address a range of modern market challenges. This material is provided for informational purposes only. Natixis Distribution, L.P. is a limited purpose broker-dealer and the distrib- utor of various registered investment companies for which advisory services are provided by affiliates of Natixis Investment Managers. Natixis Distribution, L.P. is located at 888 Boylston Street, Suite 800, Boston, MA 02199. • 800-862-4863 • im.natixis.com SUMMER 2018 | THE DOPPLER | 43