Summary
The eighteenth Meeting of Minds Wealth Management & Private Banking took place on 19 November 2015 at The Berkeley Hotel, London. This document summarises key issues raised in the topics discussed during the roundtables that took place on the day. A Meeting of Minds Wealth Management & Private Banking is a strategic forum organised by Owen James. It is an opportunity for 100 strategic and investment decision makers from the leading private banks; wealth managers, DFMs; MFOs; service and product providers to work through the key
challenges facing both their businesses and the industry as a whole with a view to driving change forward. Participants enjoy access to strategic insight, active involvement in shaping the industry and networking at the highest level. At the core of these Meetings is a series of boardroom style sessions addressing a pre-researched and pre-agreed agenda, with open discussion led by objective and professional moderators. External speakers spark debate and encourage fresh and original thinking.
To find out more about taking part, please contact: Simon Black at Owen James: simonblack@owenjamesgroup.com or you can contact him at 01483 861 334.
This Report
The Roundtable Sessions were moderated by Scorpio Partnerships:
- • Sebastian Dovey
- • Catherine Tillotson
- • Caroline Burkart
- • Mark Miles
- • Alex Johnson
- • Annie Catchpole
- • Glen Ward
We are very grateful for the time and energy they have expended on making A Meeting of Minds
Wealth Management & Private Banking a success and hope you will consider this report an
interesting, thought-provoking and accessible read. As ever your feedback is much appreciated.
We would also like to thank the independent experts who were part of the sessions for sharing
their knowledge and giving us their time and energy both in the run up and on the day.
The Sponsors
We would like to thank all our sponsors, without whom the event would not have been possible.
The following groups took part in the Meeting and their motivation for taking part is threefold:
• To be, and to be seen as being, supportive of the industry;
• To understand the stresses and strains being placed on the industry and, where possible,
respond to them; and
• To talk openly with these business leaders with a view to ensuring that their businesses are
strategically aligned.
The Findings
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IN A WORLD OF COMPETING PRIORITIES HOW CAN YOU MAKE SURE YOU DON’T LEAVE IT TOO LATE TO COMMIT TO ENHANCING AND DIFFERENTIATING YOUR CUSTOMER EXPERIEN
Differentiating the client experience is crucial in ensuring that traditional wealth managers stay relevant to clients amid challenges from disruptive business models. An innovative client experience should cater for the individual needs of high-net-worth clients while still being able to complement existing business models. Utilising technology, working with suppliers and delivering bespoke client service are all challenges that the wealth industry must conquer in order to deliver unique client experience and retain loyalty.
15 July 2018
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HUMAN AND DIGITAL – THE HYBRID MODEL. A SOLUTION FOR THOSE WHO CANNOT YET AFFORD FACE TO FACE INVESTMENT ADVICE?
EY’s research leads them to believe that the hybrid model is the way forward when it comes to customer service and financial advice within the wealth management industry. The topic of discussion centred on whether the hybrid model is the future for wealth management.
15 July 2018
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ELITE PERFORMANCE: A PSYCHO-PHYSICAL APPROACH
To support employees towards elite performance, corporations now need to explore the untapped area of psycho-physical wellbeing as a key contributor.
15 July 2018
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EFFICIENCY, SCALABILITY AND GROWTH – MAKING YOUR BUSINESS AMBITIONS COME TRUE
Middle and back-office processes need to be standardised across business lines in order to achieve the efficiency needed to drive asset growth. Clear management vision is essential within any large-scale change management process in order to meet growth targets while people considerations must not be overlooked.
15 July 2018
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DIGITISING WEALTH MANAGEMENT: WHAT IS THE COMMERCIAL IMPERATIVE OF PERSONALISING YOUR CUSTOMER EXPERIENCE?
The wealth industry recognises that client demand for better digital capabilities is increasing, yet is cautious in adopting these technologies. Delegates acknowledge that suitable digital solutions can act as “enablers” and add value to the client relationship. However, for a successful transition a change of business model, as well as industry mind-set and culture, will be needed.
15 July 2018