Reporting as Infrastructure: Building Compliant, Branded Statements for High-Volume Operations

By Marko Stijak - CEO Codaxy

Reporting is one of those functions that only gets attention when it fails. In wealth management, pensions, and fund administration, failure is rarely dramatic. It shows up as a slow erosion of confidence: statements that arrive late, figures that are technically correct but hard to interpret, brand layouts that break across devices, and a steady stream of “small” change requests that take weeks.

In our conversation with Marko, CEO of CxReports, the underlying theme was clear. Reporting at scale tends to break where complexity meets volume. Not because teams lack intent or competence, but because the tooling was never designed for today’s operating reality: millions of pages, dense tables and charts, strict compliance requirements, and end clients who expect clarity and punctuality as standard.

For wealth management organisations, this matters more than it might appear. A statement is not just output. It is client communication. It is where investment performance meets interpretation, where regulatory disclosure meets brand promise, and where operational discipline becomes visible. If the reporting layer is fragile, the client experience becomes fragile too.

Where the buyer journey really begins

Marko described a familiar starting point: frustration. Too many manual steps. Brittle templates. A backlog for tiny edits. Teams often arrive at a solution like CxReports while looking for an alternative to a legacy stack that has become expensive to maintain and slow to change.

From there, adoption typically follows one of two paths. Some organisations go self-serve through documentation, product videos, and a trial environment. Others prefer a guided route through a demo followed by a collaborative rollout. In both cases, the first real step is usually a parallel run. High-risk documents, such as regulatory statements and pension communications, stay in the existing system while a smaller subset migrates to the new platform.

That approach supports governance as much as delivery. It builds confidence without forcing a big-bang cutover. Over time, the migrated set grows until the legacy stack can be retired. The measurable outcome is not only speed, but reduced risk. Fewer handoffs mean fewer manual interventions and fewer opportunities for errors to slip in unnoticed.

The real lever is integration, not output

Modern reporting is less about document generation and more about operational fit. Finance, wealth, and pension teams rarely have the luxury of a clean, new stack. They sit within ecosystems of billing platforms, banking cores, portfolio systems, CRM environments, and workflow tools. Reporting has to connect to that reality through APIs, webhooks, and connectors without becoming a complicated side project.

CxReports is positioned as a pass-through engine. It ingests data, generates the output, and then discards sensitive inputs rather than storing them long-term in the application. For security and legal teams, that detail matters. It creates clearer data boundaries, reduces exposure, and supports a cleaner posture in audits. Audit trails and structured storage for generated outputs further strengthen governance, especially in wealth management, where document lineage and version integrity are important.

For the most sensitive environments, on-premise deployment remains an option. Marko made a practical point here. Many teams that initially insist on on-prem reconsider cloud once they understand the architecture and the fact that operational data does not persist in the reporting application.

A pension fund example that makes the scale real

Their previous process stitched together five separate tools. One gathered data. One rendered documents. One handled email delivery. One prepared print jobs for members who preferred postal delivery.

That complexity had a cost. Every handoff introduced a failure point. Every step created delays that, at volume, became operational risk.

After adopting CxReports, the team can generate 40,000 multi-page statements in roughly an hour. Email distribution is automated, and a single consolidated, print-ready PDF supports postal fulfilment. Branding consistency becomes stable rather than fragile. Fonts, colours, and logos remain consistent, and layout breaks are eliminated dramatically.

In wealth and pension communication, consistency is not cosmetic. It affects readability, comprehension, and trust. If a client struggles to parse a statement, the first question is rarely whether the data is wrong. It is whether they can rely on the organisation.

The hidden cost is usually the ticket queue

Marko also highlighted a quieter drain: IT service queues. In outsourced or heavily centralised technology models, every report change becomes a ticket. Every ticket becomes a cost line. Delays accumulate in ways leaders tend to underestimate until a new regulation lands, a product changes, or an urgent client communication is needed.

Small edits such as adding a column, changing a filter, or launching a new report variant can take weeks or months. That is not only frustrating. It creates operational fragility. Teams start designing processes around the tool’s limitations instead of around what clients and regulators require.

Shifting report ownership back to the business changes that dynamic. Business teams can iterate quickly on content and structure, while IT remains focused on security, architecture, and strategic enablement. In practice, that rebalancing is where much of the return sits. Faster cycles, fewer surprises, and the ability to adjust communication as markets or regulations evolve.

Where AI fits, and what it will need to get right

Looking forward, Marko sees AI reshaping the workflow from design to delivery. The practical vision is simple. Instead of building templates manually or writing complex queries, teams describe the desired outcome in natural language.

An AI-first reporting engine could draft templates, infer mappings, propose charts, and improve readability without compromising brand integrity. In the wealth context, the opportunity is significant. Better narrative structure, clearer explanations, and fewer data-dump statements.

To be useful in regulated environments, this will require strong guardrails. Compliance controls, auditability, and strict governance over what can be generated, changed, and distributed. The ambition is self-service, but with the discipline of financial reporting demands.

Reporting as infrastructure, not a monthly scramble

The organizations that benefit most are those for whom reporting is mission-critical and who generate thousands of high-stakes PDFs each month. Banks, investment funds, pension providers, healthcare organisations, and B2B SaaS platforms with recurring statements all face similar pressures.

The common denominator is not industry. It is repetition at volume under scrutiny. When automation, integration, and ownership come together, reporting stops being a monthly scramble and becomes part of the infrastructure. Reliable, auditable, and adaptable.

In wealth management, that reliability shows up in the moments clients remember. A statement arrives on time. It reads cleanly. It reflects the brand. It stands up to scrutiny without drama. That is the standard the market increasingly expects, and it is where modern reporting platforms are taking the function from output to advantage.