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THE LARGEST ONGOING IT INDUSTRY PARADIGM SHIFT SINCE THE MILLENNIUM – SOFTWARE AS A SERVICE

Hype around the SaaS operating model has been intensifying spectacularly in the last 15 years. The then revolutionary approach, first taken on a global scale by Salesforce[1], has grown at double digit rates between 2015 and 2019[2]. The referenced whitepaper from Cisco further states that by 2020, 74% of application workloads will be SaaS-based.

It seems so, that SaaS cannot and should not be omitted by firms, and in particular by financial institutions who are heavily reliant on cutting edge, cost effective and secure information technology solutions. And consequently, technology vendors shall not postpone investments in converting their offerings to SaaS (and other XaaS frameworks) either, unless they want to find themselves out of business in the short to medium run.

Before diving deep into the SaaS realms, let us unravel a little bit, this XaaS and other similar, sometimes perplexing concepts. Anyting as a service (XaaS) is an umbrella term for all service delivery models out there, other than the good old on-premise implementation. A great illustration for bringing the general idea from the IT clouds down to Earth is the widespread Pizza as a service infographics[3];

software as a service types

From left to right, the delivery models require lesser technical involvement from the client organization using the software in terms of i.e. hardware, operating system, application scaling, and the business functions. At the pinnacle of the XaaS range, stands the Software as a Service (SaaS) model where the client organization has no other duty but to simply login to the application, do the configuration and start using it.

Google Mail is an easily accessible example of a B2C SaaS application, where configuration merely spans from creating an e-mail address to optionally setting up a mailbox folder structure and a cover photo, after which the user is all set to go. However, SaaS applicability does not stop there. Major B2B systems can be, and are increasingly implemented this way. For example JIRA, an internal ticketing system widely used by software development companies, powered by Atlassian. Robust, multi-functional systems may require a little more configuration effort as well as continuous data imports to extract the highest possible value added.

Speaking of value added, here stand some of the most important benefits of the SaaS business model over the traditional on-premise implementation approach.

  • Security: The majority of SaaS setups are known for their so called enterprise-level security, which is a more comprehensive approach to security than what most of the on-premise implementations have on offer. Cloud providers have rigorous disaster recovery protocols in place, therefore running a SaaS architecture in cloud, yields best-in-class protection against system failures.
  • Up-front cost savings: The potential savings for the client organization are compelling compared to a full-scale on-premise implementation.

First, there is no need to purchase and maintain the hardware infrastructure associated with running the system, including the necessary manpower. Secondly, there is no need to undertake a notable capital expenditure (implementation fee, internal resources used etc.) up-front, before even the first keystroke is done in the system. Thirdly, should the client organization decide to opt out from using the solution, it can easily cancel the subscription without further do.

  • Version updates: Version changes are automatic and virtually unnoticeable by the client organization. Several tasks associated with updates under the on-premise regime are made superfluous, i.e.: deployment & installation and lengthy UAT testing, to mention the most commonplace activities only.
  • Accessibility and availability: The SaaS model is undoubtedly among the few, truly major paradigm shifts in the history of IT since the Millennium. It is a relatively new phenomena, utilizing the latest technology that responds to even the highest expectations of client organizations. Consequently, the vast majority of vendors offer platform-agnostic solutions, which are capable of empowering the omni-channel customer service models of today’s leading financial institutions. Accessible 24/7 from everywhere, on any device. Provided, that the internet connection is uninterrupted.
  • Scalability and flexible payment schemes: A slogan for the SaaS model could be: “Start small and upgrade your suite as you grow”. An easily scalable ecosystem offers all the flexibility client organizations need in terms of functions used, number of users & end clients served, runtime, etc. Even the size of the database serving the application plus the number of queries used to access it, may be operated on a pay-as-you-go basis. The lead times between subscribing to a new module and being granted the access rights can be virtually zero, making it a truly seamless experience for client organizations as a whole and end users alike.

Despite the many proven benefits, according to Dorsum’s experience, a number of client organizations still have a deep aversion against the XaaS models, regardless of whether the application server and underlying database are located on in-house physical servers of the vendor, or in the cloud. This, on one hand, represents a strong familiarity bias against the unknown, and in support of the old technology. On the other hand there is a valid fear; as long as there is no accurate and clear jurisdictional guidelines and practices in place, financial institutions are running a high potential legal risk.

The EU is well aware of this ambiguity, therefore they have reassured the market with a May, 2019 update on their cloud strategy[4], where it is stated: “The European Commission has promoted Cloud Computing towards companies and public administrations alike since the adoption of the first European Cloud Computing Strategy in 2012”. The EC puts forward several corporate governance and security management considerations regarding cloud computing, especially in the areas of; IT security, the free-competition among public cloud providers, the energy efficiency of cloud-based solutions, and promoting the hybrid (public and private) cloud approach within the Community.
Member States are required to set up their own laws governing cloud solution implementations, in alignment with the corresponding EU-level directives.

As local governmental level and EU-level authorities finalize the rules governing the playing field for cloud providers, financial institutions and end users, we can be sure that all rational excuses against the XaaS operating models will be diminished. From then on, this question will boil down to merely whether decision makers are willing to undergo a much needed mindset-change or will try to hold on to the technology of the past. A brave new world is on the verge, completely reshaping the IT services industry from East to West, from SMEs to large multinationals.

A high-level quantitative sneak-peak into the near future of the public cloud-based XaaS industry, provided by Gartner[5];

wordwide public cloud service revenue forecast

Based on the above projections, the public cloud-based XaaS industry as a whole will have grown at a rate of 13% annually, from USD 182 to 331 billion between 2018 and 2022. SaaS carves out the largest stake from the pie (44% on average) but is suspected to grow “just” at 12% compared to IaaS, where a confident 20% annual revenue increment is expected.

Revenue growth trends

The global software industry is expected to grow at a stable rate of close to 3%[6], meaning that the cloud-based operating models have an increasing penetration, growing five times faster than the broad market, eating into the revenue generated by traditional service delivery models.

worldwide it services forescast graph

The opportunities offered by XaaS and in particular by SaaS, are clearly more than convincing both for client organizations and technology vendors. There is just one question still remaining: are you ready for embarking on your SaaS expedition?

Because we are! At Dorsum we are building something big. Being one of the leading investment software providers in the CEE region, we are dedicated to always be at the forefront of innovation. Our next leap forward is moving Dorsum’s award-winning wealth management ecosystem to the SaaS operating model. We strongly believe that our solutions will empower small-to-medium investment management firms, insurance companies and even challenger banks to take the next step in their wealth management digitalization journey.

For further information on our current solution line-up, check out the Products & Solutions.

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Every good business relationship starts with a single step!

Martina Bagarić Maršić

Head of Business Development CEE Region

Martina doesn’t believe in transactional sales — she builds business ecosystems based on genuine partnership. With over 15 years in the industry, she consciously steps away from aggressive tactics, championing an “ethical sales” approach instead. For her, building transparency and trust is the absolute core of any business relationship. A secret introvert, she relies on a quiet hour of morning routine to recharge her inner peace, ensuring she can give her absolute best to her clients all day.

Her superpower? 
Reading the room. She instantly decodes true needs, so clients feel like partners, not just transactions.

What won’t she do? 
Parachute jump. She will gladly help redesign your business strategy or share practical life advice, but she will never jump out of a perfectly good airplane.

Kadra Aden

Head of UK Product

Kadra started her career writing code, which means she doesn’t just manage products, she understands their DNA. As Head of UK Product, she uses this technical fluency to translate complex business needs into reality. She digs past the initial “wish list” to find the actual root problem, ensuring Dorsum builds solutions that work in the real world, not just on a whiteboard.

Her superpower? 
The Strategic “No.” She isn’t afraid to kill a weak feature to save the product vision.

What won’t she do? 
Sit still or sing. She works from a treadmill desk to keep moving, but hand her a karaoke mic, and she’ll clear the room instantly.

Hannah Buckle

Head of UK Sales

Hannah proves that high-stakes tech sales doesn’t have to be a rigid, jargon-filled grind. She brings a genuinely fun, open, and relaxed energy to the room, believing that the best partnerships start with a simple, honest chat. And while she keeps things light, she is fiercely persistent when it comes to solving business problems. Whether she is untangling a messy digital ecosystem or helping a team scale, her secret weapon is that she simply never gives up. She operates with radical honesty, zero fluff, and a commitment to keeping the process as enjoyable as it is successful.

Her superpower? 
Relentless persistence. She never gives up on a problem, bringing a fun, conversational vibe to even the toughest business challenges.

What won’t she do? 
Use clinical buzzwords. She solves complex tech puzzles daily, but happily leaves words like “diagnostic” to the Apple Store.

Szilvia Kovácsné Szántai

HR director

Szilvia has been the heart of Dorsum’s community since 2006. While her title says HR Director, she acts more like a human bridge between business logic and employee well-being. She always looks past the bullet points on a CV to find genuine curiosity and loyalty, knowing that true team spirit cannot be automated. She is the kind of leader who will boldly trade a flashy corporate party to secure comprehensive health insurance for everyone. After a week of navigating complex group dynamics, she unplugs completely, relying on time with family and friends 
as her ultimate reset button.

Her superpower? 
Reading the room. She instantly tunes into group dynamics, sensing hidden tensions in a meeting long before anyone says a word.

What won’t she do? 
Talk strategy before coffee. She never sacrifices humanity for results and refuses deep discussions before her own system boots up.

Péter Sallai

Chief Technology Officer

Péter is the kind of CTO who doesn’t just set direction—he understands and enjoys technology all the way down to its deepest layers. He believes great architecture isn’t built for fashion, but for endurance: systems should stay strong under real load and evolve as needs change. At Dorsum, he designs and leads teams building long-lasting platforms that can modernize without big-bang rewrites—stable foundations, modular components, and the mindset of being able to “swap the engine mid-flight.”
He makes strategic choices with engineering pragmatism: spotting what will remain useful versus what’s just noise, and translating complex technical topics into clear language for developers and clients alike. And he stays hands-on—when something matters, he dives in and builds.

His superpower? 
Tech Intuition + Deep Dive. He sees the big picture, but can go all the way into the details when the root cause—or the right decision—lives there.

What won’t he do? 
Predict the lottery. He will happily predict future tech trends, but please don’t ask him about the winning numbers.

Miklós Muszkuly

Chief Project Officer

Miklós began his journey at Dorsum as a trainee in 2008. After expanding his expertise at the Big Four and major banks, he returned to lead our most complex projects with the calm focus of a seasoned athlete. He knows that software is just the final output; true delivery is about providing the stability that makes clients feel completely secure. Operating on the strict philosophy that there is a massive difference between a project being “done” and functioning “well,” he never settles for the former. When project chaos hits, his grounded approach, fueled by family time and sports, ensures our partners always know they will “never walk alone.”

His superpower? 
Elite situation awareness. He instantly decodes complex dynamics, pinpointing the hidden risks and success factors of any project.

What won’t he do? 
Settle for “just working.” He strictly separates functioning from functioning well, and flat-out refuses to compromise.

Magdolna Pánczél

Country Manager

Managing two international subsidiaries requires a rare blend of adaptability and order. While Magdi naturally approaches the corporate world with the logical rigor of a Six Sigma expert, she understands that the people behind the projects are beautifully varied. She operates as a dedicated coach for her teams, patiently explaining the “why” and “how” behind a strategy rather than simply delegating tasks. After a week of successfully organizing complex international operations, she unplugs by embracing the organized chaos of family life and spontaneous weekend travels.

Her superpower? 
Contextual empathy. She instantly tunes into the unique mindset of any new client or culture, finding the exact common ground to build trust.

What won’t she do? 
Stay home on a weekend. After a highly disciplined workweek, she absolutely refuses to sit still on a Saturday.

Gábor Jandácsik

CFO & COO

With a three-decade career spanning both risk management and sales, Gábor brings a rare dual perspective to financial leadership. He approaches his role as CFO and COO much like a classic football defender: he knows the backline offers the best strategic view of the field, but he also understands that without scoring goals, the business cannot win. For him, financial modeling isn’t a tool to hold the team back, but a transparent safety net that empowers the organization to confidently chase growth. After a fast-paced day of balancing risk and reward, he relies on quiet “processing time” to mentally organize his thoughts, keeping his mind clear for genuine human connection.

His superpower? 
Stepping into your shoes. He instantly understands the real motivations of clients and colleagues without judgment.

What won’t he do? 
Walk away wearing them. He avoids unsolicited “if I were you” advice, giving you the context but leaving you the freedom to pick your own pa

Bálint Fischer

Chief Business Development Officer 

Bálint blends banking pragmatism with a builder’s curiosity. Having spent long years sitting in the client’s chair at major financial institutions, he intuitively understands the anxieties of digital transformation before they are even spoken. He is a “visionary doer” who combines a mathematician’s logic with a deep passion for connecting people, ensuring that technology serves human goals, not the other way around. Since joining Dorsum, he has been the driving force behind our international expansion and innovation. 

His superpower? 
Finding the courage to challenge “limits” that exist only in our heads. 

What won’t he do? 
Accept “because we’ve always done it this way”
as a valid answer. He is far too curious for that. 

Róbert Kő

Chairman of the Board

Robert brings the “emotional part” to the boardroom, focusing entirely on the people and trusting the experts with the professional execution. He believes that genuine trust is what carries a project to success, not just the contract. He is the one who finds cooperation even in a defeat, always looking for the positive outcome where others might see a loss.

His superpower? 
Creating balance in any conversation. He instinctively helps partners find their place in a meeting, ensuring the discussion is authentic and leads to a real connection.

What won’t he do? 
Ask “is there another way?”. He simply creates one, even if he must build the bridge himself.

Mariann Mészáros

Chief Executive Officer

Mariann brings over 25 years of enterprise discipline to Dorsum, yet she leads with a refreshing reliance on “common sense” over rigid corporate playbooks. She understands that strategy is nothing without the people who execute it, so she focuses on aligning organizational capability with business targets. For her, profitability is key, but she isn’t afraid to override the financial targets if the long-term market position demands it. She views leadership not as a solo performance, but as a shared responsibility. She strictly adheres to the motto that “no one should be a leader without empathy,”.

Her superpower? 
Balancing Strategy, Culture, and Numbers, instinctively knowing which one needs a push.

What won’t she do? 
Play the lonely hero. Lone wolves look cool in movies, but in business, they just get tired.