Upgraded the wealth-management sales model of a global emerging markets bank

• Situation: Falling revenue due to net outflow of assets
  
• Approach: Analysis, interviews and workshops to uncover underlying reasons for business underperformance, with particular focus on client targeting and coverage; implemented quick wins and developed series of other improvement measures
  
• Impact: Higher acquisition of new clients; significantly stronger asset retention

 

Developed business strategy for the discretionary asset management factory of a global private bank

• Situation: New business unit, combining private client, institutional and international areas, with scope for significant synergies
  
• Approach: Analysis and interviews to understand business performance issues; workshops to articulate unique areas of distinction; analysed market sizes by region; developed detailed strategic plan
  
• Impact: Significant short-term cost savings, and enhanced investment performance

 

Boosted the effectiveness of client relationship management at a Swiss private bank

• Situation: Low levels of revenue generation by most relationship managers
  
• Approach: Analysis and interviews to understand root causes of underperformance; developed and tested range of initiatives
  
• Impact: Revenue per relationship manager up by 25% on average within one year

 

Implemented new strategy for the private clients business of a large UK bank

• Situation: Inefficient and stagnating wealth franchise
  
• Approach: Developed effective links with other areas of the group; revamped client coverage; simplified internal organisation structure
  
• Impact: Higher profits, and multi-year transformation underway

 

Built the UK equity derivatives business of a large French bank

• Situation: Limited penetration of UK market, despite success elsewhere and strong intrinsic skills
  
• Approach: Analysis of market size by product and client segment; interviews with clients, competitors and others to understand evolving client demand; developed business plan
  
• Impact: Profitable reorientation and expansion of the business
  

 

Designed new capital markets strategy for a large European bank

• Situation: Unfocused group of underperforming businesses; significantly below ‘natural’ market share
  
• Approach: Identified where to play, based on analysis of market trends and competitive strengths; developed a series of initiatives to capture the relevant opportunities; assessed the organisational and resourcing implications of the new strategy
  
• Impact: Doubling of revenue within two years; domestic leadership in key areas