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Solving the unstructured data dilemma in financial services

Solving the unstructured data dilemma in financial services

Yahoo2 hours ago
I hear you. Not another highbrow article about AI. But stay with me. What follows isn't abstract speculation — it's rooted in what's already unfolding on the ground. In a recent conversation with Richard Huston, Managing Director at VAMOS, a company building AI solutions specifically for financial services, I heard something different. Rather than grand visions of the future, Huston offered a practical, behind-the-scenes look at how AI is quietly tackling one of the sector's most persistent pain points: unstructured data. His insights prompted the following.
The unstructured data problem
In the fast-paced world of financial services, few challenges are as persistent or as costly as the management of unstructured data. With thousands of finance proposals flooding in from hundreds of brokers to customer service emails requiring complex policy interpretations, financial institutions have long struggled with the manual processing of information that arrives in countless formats and styles. Yet, as in many areas, recent advancements in AI technology are offering promising solutions to this longstanding problem.
The scale of the challenge is staggering. Consider the typical asset finance lender receiving proposals from brokers across the country. Each broker has their own approach to presenting client information; some prefer lengthy email narratives, others send sparse bullet points, while many submit incomplete documentation across multiple attachments. What should be a straightforward evaluation process becomes a laborious exercise in data archaeology, with operations teams spending hours extracting, interpreting and structuring information before any meaningful analysis can begin.
The rule of 80:20
Emerging AI technologies are now capable of interpreting customer communications and providing intelligent suggestions to operations teams. Rather than promising to replace human judgment, these systems aim to enhance it by automating administrative heavy lifting: the 80 allowing human intelligence (HI), the 20 to focus on oversight and complex decision-making.
Whether it's a broker's finance proposal or a customer service enquiry, when unstructured data arrives AI can automatically analyse the content, extract key information and present it in a structured format alongside relevant context from existing business systems. For example, when a customer emails to change their payment date, an AI system can analyse the request, fetch the customer's account information and payment schedule, and provide recommended actions based on policy and account status.
Beyond simple automation
What makes tech such as this particularly powerful is its ability to understand context and apply policy consistently across all interactions. In the previous example, the system doesn't just extract basic applicant information, it understands the relationship between different data points, identifies potential risk factors and suggests next steps based on established lending criteria.
When a customer sends an email explaining that they are having financial difficulties, AI can analyse the email and understand the individual circumstances, retrieve relevant policies for customers in financial difficulty and offer staff appropriate options such as reduced payments or a payment holiday. This level of contextual understanding represents a significant leap forward from traditional data processing tools.
Compliance and risk management
In an industry where regulatory compliance is paramount, AI's approach to policy consistency provides significant value. It can ensure all customer interactions are automatically guided according to policies and procedures, while creating a clear audit trail of circumstances considered for taking decisions and enabling monitoring of customer outcomes. This automated compliance capability is particularly valuable for institutions dealing with Consumer Duty obligations and fair treatment requirements. By embedding policy guidance directly into the operational workflow, AI helps ensure that regulatory requirements are consistently met across all customer interactions, reducing compliance risk while improving operational efficiency.
HI – the human factor
Perhaps most importantly, successful AI implementation must account for the human element. It should reduce pressure on frontline staff by simplifying complex customer interactions, providing clear guidance and support while maintaining human oversight of key decisions and customer interactions.
This human-centric approach addresses one of the most common concerns about AI in financial services – that automation will diminish the quality of customer service. Instead, by handling administrative tasks and providing intelligent suggestions, AI enables staff to spend more time on activities that truly require the nuance of human judgment and empathy.
Looking forward
AI's potential to solve the unstructured data challenge points to a broader transformation in how financial institutions approach operational efficiency. Rather than viewing AI as a replacement for human expertise, forward-thinking organisations are recognising its potential as a powerful augmentation tool that can handle routine processing while preserving human oversight for complex decisions.
For financial institutions still struggling with manual processing of unstructured data, AI offers a compelling vision of the future – one where technology handles the administrative burden while humans focus on building relationships and driving business outcomes. In an industry where efficiency and compliance are both critical to success, this represents not just an operational improvement, but a genuine competitive advantage.
The question for leaders in financial services isn't whether AI will transform their operations – it's whether they'll be early adopters of these solutions or find themselves playing catch-up in an increasingly automated industry.
"Solving the unstructured data dilemma in financial services" was originally created and published by Motor Finance Online, a GlobalData owned brand.
The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site.
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Other costs include litigation contingency reserves, asset impairment charges, relocation expenses associated with the migration of employees in 2022 that occurred throughout 2022 and early 2023, and gains or losses on the sale or disposition of certain non-strategic assets or product lines. Acquisition-related costs. In recent years, we have completed a number of acquisitions, which result in transition, integration and other acquisition-related expense which would not otherwise have been incurred, are unpredictable and dependent on a significant number of factors that are deal-specific or outside of our control, are not indicative of our operational performance (or that of the acquired businesses or assets) and are likely to fluctuate as our acquisition activity increases or decreases in future periods. By excluding acquisition-related costs and adjustments from our non-GAAP measures, management is better able to evaluate our ability to utilize our existing assets and estimate the long-term value that acquired assets will generate for us. ¹ includes stock-based compensation expense as follows: Three Months Ended June 30, Six Months Ended June 30, 2025 2024 2025 2024 Cost of revenue $ 116 $ 59 $ 160 $ 98 Sales and marketing 2,260 1,209 3,887 1,979 Research and development 3,917 1,371 6,383 2,007 General and administrative 7,143 4,527 12,118 8,197 Total stock-based compensation $ 13,436 $ 7,166 $ 22,548 $ 12,281 Expand The following table sets forth a reconciliation of our (loss) income from operations and operating margin to non-GAAP income from operations and non-GAAP operating margin, respectively (percentage amounts may not sum due to rounding): The following table sets forth a reconciliation of our net cash provided by operating activities and net cash provided by operating activities (as a percentage of revenue) to free cash flow and free cash flow margin, respectively (percentage amounts may not sum due to rounding): Semrush Holdings, Inc. UNAUDITED CONDENSED CONSOLIDATED BALANCE SHEETS (in thousands) As of December 31, 2024 Assets Current assets Cash and cash equivalents $ 54,322 $ 48,875 Short-term investments 204,225 186,693 Accounts receivable 14,243 8,955 Deferred contract costs, current portion 10,178 10,044 Prepaid expenses and other current assets 18,138 21,617 Total current assets 301,106 276,184 Property and equipment, net 6,673 6,534 Operating lease right-of-use assets 11,551 11,126 Intangible assets, net 35,317 32,055 Goodwill 59,924 56,139 Deferred contract costs, net of current portion 3,495 3,080 Other long-term assets 6,883 5,825 Total assets $ 424,949 $ 390,943 Liabilities, noncontrolling interest, and stockholders' equity Current liabilities Accounts payable $ 13,505 $ 10,463 Accrued expenses 20,627 20,216 Deferred revenue 81,730 71,827 Current portion of operating lease liabilities 4,966 4,669 Other current liabilities 4,853 6,913 Total current liabilities 125,681 114,088 Deferred revenue, net of current portion 235 235 Deferred tax liability 1,798 1,621 Operating lease liabilities, net of current portion 7,852 7,602 Other long-term liabilities 1,216 1,045 Total liabilities 136,782 124,591 Commitments and contingencies Stockholders' equity Class A common stock 1 1 Class B common stock — — Additional paid-in capital 345,664 322,586 Accumulated other comprehensive income (loss) 2,862 (2,221 ) Accumulated deficit (69,480 ) (63,762 ) Total stockholders' equity attributable to Semrush Holdings, Inc. 279,047 256,604 Noncontrolling interest in consolidated subsidiaries 9,120 9,748 Total stockholders' equity 288,167 266,352 Total liabilities, noncontrolling interest and stockholders' equity $ 424,949 $ 390,943 Expand Semrush Holdings, Inc. UNAUDITED CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS (in thousands) Six Months Ended June 30, 2025 2024 Operating Activities Net (loss) income $ (6,122 ) $ 3,364 Adjustments to reconcile net (loss) income to net cash provided by operating activities Depreciation and amortization expense 6,313 4,269 Amortization of deferred contract costs 7,043 6,054 Amortization (accretion) of premiums and discounts on investments (1,400 ) (2,023 ) Non-cash lease expense 2,451 2,233 Stock-based compensation expense 22,548 12,281 Change in fair value included in other income, net (1,271 ) — Deferred taxes 39 (217 ) Other non-cash items 1,255 1,400 Changes in operating assets and liabilities Accounts receivable (5,427 ) (774 ) Deferred contract costs (7,591 ) (6,129 ) Prepaid expenses and other current assets (4,166 ) (4,017 ) Accounts payable 2,630 1,906 Accrued expenses 104 2,917 Other current liabilities (233 ) 360 Deferred revenue 9,358 7,353 Other long-term liabilities 162 92 Change in operating lease liability (2,900 ) (2,147 ) Net cash provided by operating activities 22,793 26,922 Investing Activities Purchases of property and equipment (1,329 ) (2,906 ) Capitalization of internal-use software costs (6,532 ) (4,369 ) Purchases of short-term investments (61,524 ) (83,605 ) Proceeds from sales and maturities of short-term investments 46,000 102,500 Purchases of convertible debt securities — (650 ) Funding of investment loan receivables — (7,000 ) Proceeds from repayment of investment loan receivables 7,676 — Cash paid for acquisition of assets and businesses, net of cash acquired (1,097 ) (10,026 ) Purchases of noncontrolling interest (223 ) — Purchases of other investments — (131 ) Net cash used in investing activities (17,029 ) (6,187 ) Financing Activities Proceeds from exercise of stock options 648 3,053 Taxes paid related to net share settlement of equity awards (426 ) — Repayment of acquired debt (1,088 ) — Payment of finance leases (211 ) (493 ) Net cash (used in) provided by financing activities (1,077 ) 2,560 Effect of exchange rate changes on cash and cash equivalents 760 (614 ) Increase (decrease) in cash, cash equivalents and restricted cash 5,447 22,681 Cash, cash equivalents and restricted cash, beginning of period 49,060 58,848 Cash, cash equivalents and restricted cash, end of period $ 54,507 $ 81,529 Expand

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