Broadridge
The shape of success
04 August 2026
Tina Joshi, North America head of Securities Finance Collateral Management product at Broadridge, sits down with Justin Lawson to reflect on how the firm is transforming its platform, covering strategic priorities and client-driven product evolution
Image: Andrew Davis
Since stepping into your role at Broadridge, what has been your top priority in transforming the platform and the operating model?
Coming from the client side, I have been focused on identifying areas where we can add the most value, what we need to do, and, mainly, on the operating model. It is about aligning and building out the North America product team and bringing in the correct subject matter experts. Looking at the platform, the foundation is great, there is so much available to the clients. We are looking at how we can now improve the UIs and the workflows to bring usability.
We have been focusing on meeting with the clients, sitting on the desks, watching them do what they are doing, and then building the foundation, the governance, the operating model. How do we prioritise these items? Instead of doing change requests and little bespoke projects, it is about looking at the product holistically to move it forward.
How are you reshaping Broadridge’s Securities Finance and Collateral Management product offering and building a scalable, client-centric platform for the future of securities finance?
Sitting with the desks, you will not have a support ticket or a client to come and say: ‘I need this change’. While we are sitting with the desks and watching them, we can see where their friction points are, we could see at critical junctures in the time of day when the middle office needs to execute, and what the performance of the actual application is. Getting that firsthand and then being able to simplify the workflows and enhance the product, is the best way to do this.
What feedback have you received from key clients which have evolved into the platform?
Reliance and scalability. We have to make sure that we have a platform that is scalable to grow their business and our platform needs to grow as the business grows as well. At the critical moments, clients should not have to worry about a system going down at a time when they need to execute, because it is costing them money. They should not think of it as a system, it should just be a workflow that they use without having to worry about what is happening in the back end or the technology of it.
How are you aligning product, technology, and client teams to operate more efficiently?
We are doing this through client feedback and meeting with the clients, but it needs to be product driven. We need to look at what the roadmap is; what do we want to do as a company, as a product, as a whole; where the market is going; and then getting technology to align. It is about transparency, having everybody understand that we are on the same road. It cannot be a technology roadmap versus a product roadmap — it is a single roadmap where we need to work together, and everybody needs to see the value in what they are doing, everyone needs to be able to say: why are we building this? What is the benefit? And what are we going to improve on?
How do you see the securities finance market evolving over the next three to five years, and what is going to ensure Broadridge is leading that?
Broadridge is in a very good place, especially in North America, where a lot of the back office (books of records) and most North American clients are connected. Everybody wants everything real-time, you cannot hear batch processes anymore. For one, it is about leveraging AI, which Broadridge is definitely a leader in, as well as tokenisation with our Distributed Ledger Repo product, and it is about collateral mobility and intraday and everything that is real-time.
With all of these systems, and other vendors as well, it is about partnerships. There is no longer this siloed approach, and especially within Broadridge, there is a huge initiative right now to ensure connectivity across all of these systems and applications, and it should be seamless to the clients.
How do you think success will be measured both internally and from a client perspective?
Advocacy. With the clients being able to add additional workflows onto our platform, increase their usage, scale their business, and being able to say: ‘yes, SFCM is reliable’. We have had great results from it, and so I think client advocacy is what we are looking for. And internally, from a culture perspective, it is about the teams feeling like they are adding value, seeing growth, seeing that progress, and then being accountable as well — so feeling pride in what they are building is what success would look like.
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