The Future of Post-Trade Is Here: Bloomberg’s Pam Samrai Reveals What’s Next

Wall Street's back-office revolution kicks into high gear—no more waiting.

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Post-trade's silent revolution proves that sometimes the most exciting action happens after the closing bell—especially when it means Wall Street can finally stop using fax machines.

In today’s dynamic financial landscape, post-trade operations have evolved from routine back-office tasks into a key strategic focus for firms. In an interview with Traders Magazine, Pam Samrai, Global Head Buy-Side Post Trade Product at Bloomberg, shares how her team is helping buy-side firms navigate growing complexity with smarter, more integrated solutions. As a senior woman in finance, she also reflects on the importance of visibility, mentorship, and paving the way for the next generation of leaders.

Pam Samrai, Bloomberg

My team builds technology solutions designed to support Operations teams, with a particular focus on the buy-side community. Over the past decade, post-trade workflows have been shaped by a steady stream of regulatory change — often driven by the unique requirements of each jurisdiction and fragmentation across regional markets.

My role is to support clients in navigating this complexity. I work to simplify and streamline post-trade processes, enabling greater operational efficiency despite the challenges of differing rules and fragmented infrastructures.

What I enjoy most about my work is the variety. No two days look the same. On any given day, I’m collaborating with Operations professionals, engaging with Sales teams, or partnering with our Engineers — all with the shared goal of improving workflows and delivering meaningful outcomes for clients.

The buy-side community has undergone a remarkable transformation. Increasingly, clients are prioritising operational excellence and data harmonisation as critical enablers of scale. There is a growing recognition that fragmentation in middle and back office can create competitive disadvantages and ultimately constrain growth.

A theme is strong C-Suite executive sponsorship for technology-led change to modernise front to back workflows. Much of this is centred on data quality and governance — areas that can deliver meaningful advantages and even generate investment alpha for the front office.

Automation is already reshaping post-trade processes, streamlining workflows and reducing manual intervention. At the same time, industry-wide challenges such as global settlement compression and rising costs are driving continued investment in innovation.

AI is starting to make inroads into post-trade, but for now its role is focused on solving targeted pain points rather than driving industry-wide disruption. In such a highly regulated and risk-averse environment, organisations still want human oversight of any decisions or suggestions generated by AI. Over the next five years, I hope to see this evolve into more transformative applications that can reshape how the industry operates.

Meanwhile, with Blockchain, there are promising experiments using distributed ledger technology (DLT) for digital securities settlement. However, widespread adoption still feels aspirational, and whether these pilots scale to support global usage, remains to be seen.

Data analytics and automation have become the foundation of post-trade efficiency and transparency. For today’s Chief Operating Officer, they should sit firmly at the top of the agenda. Without robust analytics, it is increasingly difficult to make data-driven decisions or to manage operational complexity with confidence.

The debate around single-platform, front-to-back operating models continues to gain traction. Yet, too often these large-scale transformations come with higher-than-expected costs and significant implementation delays.

In my view, the industry is now shifting its focus. Modern open architecture, built on managed integrations and real-time data exchange, are becoming the preferred path forward for the industry. Flexibility and interoperability are critical — clients are looking for practical, incremental wins that reduce operational risk while advancing their broader operational excellence goals.

I hope that in my role now I am providing an example and positive representation of women in leadership that future generations are looking for as they kick-start their own paths in finance. I believe it is also my responsibility to proactively utilize my leadership position to mentor and empower others along their career trajectory. We continue to see more women in my field and adjacent roles and I’m proud to be part of this continued growth.

My own career journey has been far from linear. I’ve embraced the idea of a “squiggly” career — one defined by flexibility, adaptability, and self-direction. My advice: take risks, volunteer for new challenges, and lean into your strengths. These are the qualities that open doors and sustain long-term growth.