Transitioning to a Global GSM Provider: The Operational Reality of Onboarding and Long-Term Success

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Annie: Hello, everyone, and welcome to today's webinar, "Transitioning to a Global GSM Provider: The Operational Reality of Onboarding and Long-term Success." My name is Annie Triboletti. I will be your moderator kicking things off today.

So joining us today are Rogier Bronk and Izzy Anderson. Rogier is a senior director of Global Subsidiary Management, and Izzy is a senior Global Subsidiary coordinator. So with that I'd like to welcome Rogier and Izzy.

Rogier: Thank you so much, Annie, and we look forward to provide some insights in the operational from CSC. So without further ado, let's see what we're going to discuss today.

Of course, for those who have not joined our webinars before, a little bit of a history lesson about CSC and what we're doing today. Obviously, we're going to stand still with our General Counsel Barometer Report of 2025, see if we can predict any trends for the 2026 Barometer Report that's coming out in April or May of this year. And then, of course, international entity governance challenges and solutions. Both Izzy and I will address the challenges that we often see when clients move from their current state to our future state under CSC. We have a case study, a live case study that tackles all the challenges and solutions that we'll be discussing. Now, of course, there are some considerations prior to onboarding or implementing or moving to CSC. We'll address those as well. And, of course, we have some time for questions left throughout this webinar.

So CSC, we've been around for quite some time. So we're founded in 1899, so it's 127 years ago, as Corporation Service Company. We are a privately held company and the leader in global business administration and compliance solutions globally. We are the only provider that provides a wholly and bespoke service solution, not only in the U.S. but also in over 140 jurisdictions globally. And that is combined to partner with our award-winning entity management software.

Now being privately held allows us also to have a long-term view. We're focusing more on client relationship, service quality, and sustainable growth rather than short-term market pressures that we need to adhere to. This also means that we have a very robust operational framework in place that Izzy will address today. But our global footprint is not only supported by folks in our Center of Excellence around the globe, but we also utilize our local knowledge, ensuring that our clients receive not only consistent but high quality service wherever they operate.

With that brief introduction, let's move on to today's topic — transitioning to a global subsidiary management service provider. Like I always used to say, how do we go from A to B to CSC?

The Barometer Report, as Annie mentioned in her opening, it starts with having insight in today's markets, trends, risk, and what customers are actually looking for in a global provider. We listen to our clients before implementing any service solution for them. So CSC Barometer Report is based on the insights of about 350 general counsels around the world, and it delves into the fast-evolving legal and compliance trends and offers practical expert insight to help you succeed.

In anticipation of our 2026 Barometer Report, which comes out in a few months, April, May, don't pressure me on the exact date, we expect a similar global expansion, the percentage that you see here on the screen or slightly higher, as well as a changing regulatory landscape ranking as the top risk for legal operations next to AI integration.

Expansion means know your client, anti-money laundering, corporate health checks, and a lot of red tape unless you're already a Global Subsidiary Management client at CSC, as both our service delivery and contractual framework makes global expansion a breeze. So Izzy, have you seen an uptick in expansion requests as well?

Izzy: I have. Yes, we've been seeing with a lot of our larger portfolios more formation requests, more registered office requests. So an expanding global footprint for sure. We started with around 130 jurisdictions we're able to service in. Now we're over 140 and hoping to be over 150 come end of 2026. So definitely some growth there.

Rogier: Yeah. And you always hear that this is the most fun part in the whole process, right, moving from current providers to CSC as a global provider because let's be honest, it's the heavy lift at the beginning of the engagement.

Izzy: Yeah.

Rogier: So have you seen obstacles that our clients are looking into to solve or . . .

Izzy: Definitely. There are some challenges, some common challenges that a lot of our clients we're onboarding see, and I know that we're going to cover that I think in the next slide, just kind of some of the main challenges, go over what those look like and how we overcome them.

Rogier: Yeah. So lastly on the Barometer Report, be on the lookout, for those who are registered through this webinar, to receive an invite to download the report in late April, beginning of May.

But as Izzy mentioned, we have a slide on challenges and solutions. Izzy, this is quite interesting, right . . .

Izzy: Right.

Rogier: . . . because we saw in the Barometer Report expansion is number one. We expect higher percentages in the 2026 report.

Izzy: Yeah.

Rogier: The challenges will be remaining the same. There will only be a higher percentage in those challenges.

Izzy: Correct.

Rogier: But what sticks out the most when we're talking about onboarding?

Izzy: Yeah. So some of the challenges that I see on a day-to-day basis, we have a bunch listed out here, just kind of picking a few to delve into. Lack of transparent pricing, this is a big obstacle that clients come in with. Whoever they were working with prior, whether it be some individual law firms, other providers, pricing isn't straightforward. So here at CSC, we're very good with we're not doing any work unless we have confirmation on pricing. We're letting you know the procedure. We just are very upfront with our pricing, with any remedial work we have to do, with any ad hoc work on top of what you have signed to and agreed on your service amendment. So anything additionally will not be a hidden fee. It will be brought to you for approval from our team.

Rogier: Yeah. And they often struggle because historically most of the customers that we work with, they have been assisted by outside legal counsel. There's either natural growth . . .

Izzy: Yeah.

Rogier: . . . or through acquisition, of course, and mergers. So one of the things that we tackle is a dedicated project management team to assist with the onboarding and implementation. Right?

Izzy: Yes.

Rogier: You're the leader of that group. So can you tell me a little bit about how that works?

Izzy: Yeah. So our project management team, you will have multiple contacts throughout your time at CSC, but each stage of the process, you will have one point of contact. So onboarding, you will have one main point of contact. Once the onboarding is completed, you will have a Global Subsidiary coordinator who will be taking care of all ongoing annual compliance needs, transactional matters, ad hoc work, and the like.

We have a follow-the-sun model. So if you are based in the Americas, your team will be based in the Americas. If you're based in EMEA, your team will be based in EMEA. And if you're based in APAC, your team will be based in APAC. So there won't be any differentiation with time zones. You'll always have working hours someone from CSC to actively be replying and responding to.

Rogier: Yeah. So we also hear often on the commercial side of things that the regulatory landscape is quite complex. You mentioned the corporate health check, that we're not starting the services on remedial actions until we have discussed this in depth. Can you tell me a little bit about the corporate health check report that we provide and how do we address proactively any remedial actions?

Izzy: Sure. So the corporate health checks are PDF documents that we give you per entity you are onboarding with CSC. So we have a dedicated team who creates these corporate health checks. What it is, is information pulled directly from the registry of whichever jurisdictions you are onboarding in. So information on the corporate health checks will be items such as director information, shareholder information, annual compliance filings.

We also at the very bottom of each corporate health check have a box for remedial action. So if your entity is out of good standing, if you're missing an annual return, financials, whatever that may be, CSC, we will denote it, and then during the onboarding process, we will, again going back to transparent pricing, we will give you pricing and procedure to fix those outstanding items and get your entity back into good standing concurrent with the onboarding process.

Rogier: Yeah. And we often work a lot together on getting the customers over the finish line, so to say, from a KYC onboarding perspective.

Izzy: We do.

Rogier: And we often receive feedback. It's like, "Well, I didn't expect our entity portfolio to be non-compliant on so many levels."

Izzy: Yeah.

Rogier: So moving to CSC as a global provider will also result in mitigating your risk, right, because we start with a clean slate, which means corporate health check, by default a part of our onboarding process. But are there any other items that you can think of that would benefit our clients of going through those corporate health checks?

Izzy: I think when going through the corporate health checks, I always like to say expect there to be some remedial action to take care of. And then, if there's not, that's absolutely wonderful. But we do see a lot of remedial actions come through that clients aren't aware of, whether it be their outside counsel, other provider didn't make them aware. So I think it's refreshing and eye opening to be coming into CSC and see, "Oh, look at what they caught that our outgoing provider didn't tell us for X amount of time." So I think it's a nice just kind of expert.

Rogier: Yeah, and maybe it's actually good to also provide some insight in the corporate health check for the audience today. The corporate health check is a three-way health check, right? So books and records received during the onboarding and implementation process will be compared with the readily and publicly available information in commercial registries and with other authorities. But actually the most important step is to hold it against the regulatory landscape of that jurisdiction, right? And that's where often the surprise comes. So it's like books and records are the same with the authorities and commercial registries, and still we are non-compliant.

One of the things that really makes CSC stand out not only in the bespoke service solution or the robust onboarding and implementation process, but it's also really mitigating your risk to a global provider like CSC, because we will catch that whether it's today during onboarding, or more importantly our Knowledge Bank team that reads on your behalf all the newsletters and mass emails that you might otherwise have to read yourself, so that our client facing teams can really decide and ping you on like something is happening in this jurisdiction for this entity type. You have that one in our portfolio that we have under management. So we need to do something. So the surprise often comes from the fact that the regulatory landscape has changed, and that's why a lot of our clients currently are choosing CSC because they have found out that what's behind the scenes is actually a very robust framework that tackles those changes in local legislation very proactively.

Now a multitude of service providers, it might make sense, right, you only have one now. But we have some challenges there as well. Right, Izzy? It's not always that it's easy to move forward within an organization that is very large.

Izzy: Right.

Rogier: We're going to tackle that also in our case study. But are there any other challenges that you think should be highlighted on this particular slide .

Izzy: I think out of all of them, like you said, the multitude of service providers, which we'll kind of touch on in the case study is very important. Inconsistent service level, again, that comes with having a multitude of providers. Each provider is not going to be giving you the exact same level of service. Here at CSC, it will be the same across the board. So I think that point is important to note that, again, it's a one-stop shop. So everything will be the same level of service through CSC.

Rogier: How do we deal with technology during the onboarding? Like how is that integrated? How do we work with clients' entity management software? Or how do we provide ours?

Izzy: Yeah. So we have a great Entity Management system that we do utilize through onboarding. We're putting filing evidence. The corporate health checks are going into the Entity Management platform. We're able to, during onboarding, utilize clients' outgoing platforms as well. So we can pull documentation, bring it over to ours. We have a dedicated team who can help with document upload projects. So if you have a large portfolio, a large number of items that you want to transition over to our Entity Management platform, we have a dedicated team again who's able to assist with that project concurrent with the onboarding process and make sure everything is lined up.

Rogier: Yeah. Yeah, because we often hear that clients have a very expensive off-the-shelf entity management software.

Izzy: Yes.

Rogier: We're all familiar with those and probably our audience as well. Maybe they're even in the process of acquiring one. I always joke about it. An entity management software is only as good as it is maintained. So if you have to do that in-house with an off-the-shelf entity management software, it's doable. I always call those folks rock stars because they really are the backbone of the in-house legal team on the client side to make sure that not only is the entity management software populated correctly, but you actually can find something, and they need to stay up to date.

So one of those items is actually tackled by moving over to CSC, right, because our award-winning Entity Management software that is part of our service solution will also be populated during the onboarding and implementation. We often hear too many times like, "It takes us over a year, year and a half. We still cannot find our documentation."

Izzy: Right.

Rogier: So basically, is it safe to say that by the time we're done with onboarding the Entity Management software is populated?

Izzy: Yeah, a good chunk of it I would say, and we do offer continuous trainings for clients, which is a great resource as well. So during onboarding and after onboarding, we have videos on our website, or we can connect you with one of our dedicated leads of our Entity Management team to do one-on-one trainings on whatever area you might need some more information on.

Rogier: Yeah. All right. So let's walk through the steps on how we need to get from A to B to CSC. Let's keep that going. And I'm sure the audience might have other challenges that are not listed on the screen. So that's why we have a Q&A session at the end of it. Izzy and I are more than happy to answer any of those.

Izzy: Yeah.

Rogier: But let's look at our process from the time that the customer service agreement has been fully executed. Izzy.

Izzy: Yeah, of course. So we have a robust onboarding process that starts with setting some clear expectations and managing those expectations. So the first step is the service pricing and the contract execution. This would be kind of what Rogier and his team handle. Connecting with you, getting pricing, onboarding matters set up, just what jurisdictions you're looking to bring over, entity number, entity names, any directorships. Additional services you want to add, we can get those put into the initial agreement. And if you forget something, no worries because we can always add amendments during the onboarding process to bring in additional services if you forget, or if you're like, "Hey, this looks pretty cool. I think I want you guys to handle this as well." So that is the first step with our Sales team.

Then we jump into the kickoff call with one of our dedicated onboarding specialists. So this kickoff call would be a PowerPoint, a slide deck, again just kind of walking you through what the onboarding process will look like. Going a bit more in depth into our KYC process, what that looks like. The corporate health checks, so that is the next step after the agreement is signed. You would connect with, again, your dedicated onboarding specialist, and they would set you up for that kickoff call. After the kickoff call . . .

Rogier: During this kickoff call, Izzy, can clients also decide on billing frequency, currency?

Izzy: Yes.

Rogier: Because I think one of the takeaways on onboarding or the start of onboarding is to be prepared, right?

Izzy: Right.

Rogier: So that's why the Market team is also joining these calls to make sure that the bespoke service solution that we have discussed during presentations with the client and that they signed up for are actually adhere to during the implementation. But there are still a lot of items to be discussed on that kickoff call and actually throughout the entire process, as you mentioned.

Izzy: Right.

Rogier: Things can change on a dime on a client side. We know that. We're flexible.

Izzy: Yeah.

Rogier: But what are the items that you think are very important for our audience to know that they need to address on those kickoff calls?

Izzy: Yeah.

Rogier: The currency billing

Izzy: Of course. Currency billing is a big one. We offer billing in 13 different currencies. So you're able to pick per jurisdiction. We have a few clients who use multiple currencies, and we're able to set that up in our system per request.

I think setting up contacts is very important, knowing who your onboarding specialist is going to be talking to on a day-to-day basis. We have some clients who have one point of contact for their entire international portfolio. We have others who have regional contacts, or even as far as entity contacts per jurisdiction. So we're able to be get that set up however you guys would like. But then the nice thing is during onboarding, like previously stated, you will just be working with one individual from CSC. So there won't be multiple individuals for KYC, for corporate health checks, for the remainder of the onboarding. It will just be one sole point of contact from our side.

Rogier: Okay. And then we move into the corporate health check that we slightly already touched base on, right, in Step 3. It's a three-way corporate health check. Now they receive a status report on the health of their entity portfolio.

Izzy: Yes.

Rogier: A lot of clients always ask us like, "How much time is taking this process?" It varies, right? It depends not only on us, but mostly on the client.

Izzy: It does.

Rogier: What are the expectations that you normally hear?

Izzy: It does. So the corporate health checks, we like to get them set up and run prior to the kickoff call. Get the process started. So the process won't be completed by the time we have the kickoff call. It depends on portfolio size, the jurisdiction we're doing the corporate health checks, and just how readily available that information from the registry is. There are a handful of jurisdictions your onboarding specialist might be reaching out for a bit of additional information that's not publicly available so we can complete the corporate health check to the best of our ability. But it does vary based on portfolio size and jurisdiction.

Rogier: Yeah. Yeah. And, of course, that's very important to mention. It varies, and it depends because . . .

Izzy: It does.

Rogier: . . . what we have seen is that the list that we're sending over that is needed to actually start with the KYC/AML and the corporate health check, sometimes we need additional information based on the information received, and that's often where we receive a bit of pushback . . .

Izzy: Right.

Rogier: . . . from our clients. It's like, "Why is this all necessary?" Well, we're a corporate and trust company that is having oversight, which means that we also need to adhere to the rules of engagement so to say. So it varies in timeline. Normally we see also with our clients that they're very willing to provide that information to move forward. However and this often comes with companies that have done acquisitions in the past and those acquisitions might have been working for many, many years with the same provider in that jurisdiction. So that's why we and I say "we," our Market team is staying connected because we also need to provide assistance with change management on the client side, especially during Step 3, the corporate health check, as well as the KYC/AML assessment. Those are actually the two most important ones that we need to chip in so to say, make sure that through town hall calls with local offices on the client side, that everybody is in the same direction because it takes some preparation and it takes some heavy lifting in the beginning. But obviously . . .

Izzy: It does.

Rogier: . . . we're here to assist. So when we have completed Step 4, KYC/AML, what are the next steps to really get to a live situation, including technology?

Izzy: Yeah. So like you stated, KYC will be the heaviest lifting of this entire onboarding process. But once we get KYC approved for your jurisdictions, the service onboarding process can begin. This is really just getting, again, per jurisdiction resolutions signed, whatever documentation we need to provide to the registry to enact the change in agent, the change in company secretary, director, whatever it may be. There may be some additional asks after KYC as well, just for a few documents. But our team, again, you have the one sole point of contact. The Onboarding team are working in the background with our dedicated KYC team. So we are constantly sharing documentation. So you should not have any duplicative asks. We source from what you guys have already provided. But the remainder of the onboarding process is pretty straightforward once we're through KYC.

Rogier: Once we're through that main hub. Yeah. And you receive most likely often the question is like, "Is my information protected? How do we communicate with each other?" Obviously, phone, Teams, email. But how is the information, the data that they actually need to submit protected?

Izzy: Yeah. So everything is protected. We use different platforms. The main one we use is box.com for document sharing. Again, that is protected. That is a well-known platform. But everything within CSC is regulated. Nothing will be shared with external individuals. It's all protected.

Rogier: Okay. Yeah, the same thing as like we're SOC Type 2 compliance with our Entity Management software as well. But it's often a concern when the information stream starts getting into the copies of driver's license, passports, etc., that you get that concern from our clients.

Izzy: Right.

Rogier: It's often an IT question to be answered. But yeah, you can rest assure that everything is encrypted. Like you said, we use box.com. But I believe also we use any type of platform that is more convenient for our clients that they work with, right?

Izzy: We do. Yep.

Rogier: Okay.

Izzy: Yep, anything that's convenient. Yep.

Rogier: Do we wait with flipping the switch so to say, or are we going phased approach with going into Step 5 or Step 6 when the dedicated Client Servicing team is being introduced to the client? How does that work?

Izzy: Yeah. So again, this is all client dependent. So we are very flexible. We can work how you want to work. I do see pretty commonly with larger portfolios we will do phasing, so go by region. Maybe start with the European countries, move over to the APAC region. It's really dependent on how you guys are wanting to move. If you have any urgent onboarding, urgent jurisdictions that have some work coming due, and you want to prioritize those, we can really work in whatever manner the client wants to work. Yeah.

Rogier: So when the entities are already going live, the Project Management team and the onboarding leader will then work in tandem with the dedicated Client Servicing team, because once . . .

Izzy: Correct.

Rogier: . . . entities have been onboarded and let's say it's 100 plus entity portfolio, we don't wait until flipping the switch until all 100 are through.

Izzy: Right.

Rogier: We draft the implementation plan based on the compliance calendar that's also been drafted by the team. But like you said, there might be some entities in jurisdictions that are at risk or that the client knows that are non-compliant. So yeah, the takeaways of this particular slide is that it's a very robust framework, which also means that it's trialed and tested, but we also remain flexible throughout. If something all of a sudden happens, we can move a specific entity forward. We can pause if there are any competing projects on our client's desk that need to be done.

We often receive the questions like, "Well, I have 150 entities today, which are contracted. But now we're at 120, and the other 30 are going to be spun off into a different division. So they're no longer in play." Clients are often worried that they need to pay for those 30 as well because they were contracted. But it's safe to say that on our platform we only charge those entities that actually make it to the CSC framework. Correct?

Izzy: Correct. Yes.

Rogier: Okay. So maybe it's good to touch base on how we work in tandem while we're still in onboarding and still are going to service the clients as well. So let's look at our more client-centric framework because this is where you and I mostly overlap. We already have clients with active entities that are actively being serviced while there's still a great chunk of entities that need to be onboarded. And that's where our paths are crossing because in Step 5 or 6 on the previous slide, the dedicated Client Servicing team or the GSM relationship manager or managers is being introduced. So they are also together on status calls with Izzy and Izzy's team members to make sure that everybody is aligned.

Communication is key in every relationship, but definitely during the onboarding stage. What's happening in the Onboarding or dedicated Client Servicing team members need to be aware of? Have certain items already been provided by the client? Is it still being processed on CSC site? A dedicated Client Service team member might receive a question, "What happened to it? What's the status of it?" If they cannot answer that question, then there is a disconnect. So we have to make sure that everybody behind the scenes is on the same page. So that's why our teams overlap during this entire process.

I think really important to mention is the executive support, which I like to more show as oversight, right? They are not really involved with this process on a day-to-day or quarterly basis even. They chime in once a year, every six months or so, just to make sure that the engagement is moving swiftly forward, but also if there are any projects coming up. Like I said, there might be a change in the contractual framework. Not 130 entities are coming, but maybe only 100. What happened to those 30 or vice versa? Do we need to scale up the team on your side, on the servicing side?

But I think what is most important here and you already touched base on that as well, Izzy, is the follow-the-sun customer service. You see that here with the operational teams, that while Izzy and her team is still onboarding the entities, our clients can already utilize the support services of GSM, which means do we need to speak to a subject matter expert in country while we're still maybe in onboarding several entities? It could be in Australia they found out that actually the director is leaving on the entities in Australia, and they need someone to be appointed. They might want to have a conversation with the director before we appoint that director specific to a client.

So there are a lot of like moving targets, so to say, through the process while we're still in onboarding. So the support services are unique to CSC Global Subsidiary Management services. The Knowledge Bank database of the latest regulatory requirements in country but also the documents needed to draft any, for example, the resolutions, etc. But I think the executive oversight and subject matter experts and access, having access to them is crucial to make sure that the relationship starts off at the right foot and remains moving in the right direction, because as we know, I'm former Intertrust. CSC acquired us three years ago. Organizations are always fluid, which means that our bespoke service solution offering, including our robust onboarding, is always in movement.

Now when we look at some of the items that we are still in onboarding, how would you communicate on a day-to-day basis with a dedicated Client Servicing team? Do we have combined meetings with the client? How does that work in day-to-day operations?

Izzy: Yeah. So again this is very flexible, very client dependent, what works best for you guys. Day-to-day communication between the Onboarding and the Service team, again, just utilizing email, Teams. We have weekly check-ins. Sometimes we will do joint client meetings. So you will have your onboarding specialist cover the first half what entities are still in onboarding, and then jump into service, the ongoing annual compliance thereafter. Or some clients like to have separate meetings, just one for onboarding. Maybe a bi-weekly, monthly meeting for annual compliance matters as onboarding is a very fast-moving process and annual compliance you might have some gaps just when filings are coming due.

But the Onboarding team and Service team work very closely together. We have some joint internal meetings, always trying to find ways to better our communication and better the overall experience.

Rogier: Yeah. Yeah, Izzy, this is not a unique client. Let me put it that way. All clients are unique. But in this way, the change management example that we just discussed, it is actually very applicable to this one as well. Super active entity portfolio. We've been working with them for quite some time. They're adding jurisdictions to it. Their requirements about billing and invoicing, I don't want to say change every month, but that also is pretty much driven by their local offices. So maybe you can highlight some of the items on the current state and what you have noticed with this client and how we solved them.

Izzy: Yeah. So this current client has come in. They've been with us, like Rogier said, quite some time. But they came in with a lot of differentiating providers. So I think consolidating everything into, again, CSC has been one of the big items we've been working on. They had inconsistent service levels coming into CSC. But now, again, we are resolving those. Everything is consistent across the board here.

With this client, they have quite a robust portfolio. They have a lot of jurisdictions. They have a lot of services that we are providing. We're doing annual compliance, registered office, payroll, accounting, directorships, everything that you can name pretty much.

Rogier: Yeah. And that doesn't come all at once, right? It's like, "Oh, you guys can do this too."

Izzy: Right.

Rogier: "Check mark. Okay, let's go."

Izzy: Yeah. All of this did not come . . .

Rogier: Yeah. That's goes back to the flexibility that we can provide, right?

Izzy: Right.

Rogier: Because now, when they're in onboarding, some of the entities are live on this account already.

Izzy: Right.

Rogier: But in the beginning, it came fully on your plate and on your desk. It's like, "Oh, you guys can do this too? How do we move forward?"

Izzy: Yeah.

Rogier: And that was quite challenging in the beginning because we're still in the process of implementing that implementation project so to say and the KPIs in that project. So how was the initial stages of working with this client, besides challenging? How do we solve it?

Izzy: Yeah. So I think this client was a great example of just how well all of our teams at CSC internally work well together. We have a separate team for payroll and accounting, tax services that I mentioned briefly. So the Onboarding team and myself working with the Payroll Tax team, working with Rogier, everyone working together to make sure we get the client set up for success. And again, these services did not come initially. These were add-ons. So very fluid portfolio. So while we're working on onboarding, working with the other teams to set up the additional services. And it's been going, I'd like to say, pretty smoothly with the additions at this point. Yeah.

Rogier: It only shows how well we are connected behind the scenes, right? And I think it really deserves praise for an organization like CSC, that has acquired Intertrust Group only three years ago. And if you really look at where we are today with CSC in our global service offering under GSM, but also traditional services with any of the local offices that our clients can utilize. Our onboarding and implementation process is extremely robust, and this is a prime example of how flexible we are during the initial stages of onboarding the client the majority of the questions, because most of our clients do think that once Market has found or provided the solution for our clients, that it's all on Onboarding.

So you get the brunt of the questions like, "Oh, you do accounting. Provide us with an accounting quote." It's like, "Okay, can we do payroll in Spain? Can we add a director in Australia? Oh, by the way, we're dissolving this entity. It just got onboarded. What do we do now?" So the questions and also for our audience, like I said, our onboarding is so robust and the team is specialized in KYC/AML and corporate health checks. We've been doing this forever successfully. And I can only say that the combination of all the other offices that we have around the globe, the Center of Excellence, behind the scenes we're so well integrated, not only on an employee level, but also with technology and supporting technology. Hence, once we're done with the onboarding, it's immediately visible in our Entity Management software.

So for sure much praise to you and your teams Izzy for assisting with these fluid and active clients' portfolios, for sure. Yeah.

Izzy: Yeah.

Rogier: Maybe we can go to some takeaways of the onboarding and an additional poll question. I'm assuming there are some additional questions that the audience want to ask.

So main takeaways, webinar takeaways, I would say that we work with you and your organization to ensure that any gaps are addressed at the start of the engagement. Now we can not address all gaps. As we just mentioned in our case study, they're fluid. Some will come up. But we try to address any of the gaps that are currently prohibiting you for like growing internally.

So our Project Management team will work with you to carve out a realistic implementation plan. And I say realistic because, again, it can change on a dime, but we're prepared to change with you. We help you align with internal stakeholders. As mentioned town hall calls, we remain actively involved to make sure that any new acquired entities and jurisdictions, wherever they are located, are being addressed appropriately and make sure they understand the change from local provider to a global provider and the new way of working. So together with our clients we draft an implementation plan, and we utilize the expertise that we have globally with our local offices to the full extension, whether that is town hall calls, provide subject matter expertise or not.

There are probably a few more top onboarding considerations from a practical point of view, Izzy. So maybe you have a few that are not listed here that you want to address.

Izzy: Yeah. I think this slide does cover some of the big ones, starting with clean data. Most clients don't have everything that we're going to be requesting in the onboarding process. But that's actually not to worry. We have alternatives. We can work around. Our teams can connect with your teams, your outgoing teams to do document handover. You might not even know that you have some of the items, but again, your outgoing provider does. Prioritizing again the high-risk jurisdictions. Like we talked about phasing, we can start with however many entities, whichever entities are most important to get onboarded and serviced first and foremost.

But I think for onboarding, just being flexible, that we do have our process set up and it is great. But there's always something that might pop up that's the unexpected. So just be expecting maybe an additional ask on top of what we give you right away or just changing regulatory landscapes. Maybe there's a new filing that's becoming mandatory in a jurisdiction that we'll have to add on, maybe request additional information for. So just coming in with a flexible mindset. But again, we at CSC can work as quickly on which jurisdictions that you guys want us to.

Rogier: Yeah. Is it safe to say that after this webinar, our customers that are listening and the attendees can say that they have high expectations because we have a robust framework in place? Safe to say, "Yes, you can. We have it."

Izzy: Yeah.

Rogier: "We've got you." Right?

Izzy: Yeah, we do.

Rogier: Yeah.