Introducing McLagan Investment Services · 2017-02-03 · McLagan Proprietary & Confidential 7 Our...
Transcript of Introducing McLagan Investment Services · 2017-02-03 · McLagan Proprietary & Confidential 7 Our...
Prepared by McLagan McLagan is a part of Aon Hewitt, a business unit of Aon plc.
Introducing McLagan Investment Services June, 2016
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Introducing Mclagan Investment Services
What makes us different
The Aon advantage
Financial services expertise from McLagan
What we do
Data you can act on
Where the data comes from
We’re here to empower results
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What Makes Us Different
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Unparalleled solutions for Investment Services
Recruit the best people, put
them in the right jobs, and
ensure their pay and benefits
packages are competitive.
Control costs across the
business – people,
technology, suppliers,
premises, liquidity,
and capital.
Increase sales and
market share by
investing in the right
people, products and
locations.
Gain client insights into
how clients experience
your services and those
of your competitors.
McLagan Investment Services turns raw data into actionable information and business
intelligence for post-trade institutions. We help our clients connect sales, expenses,
headcount, compensation, and client data to gain insights empowering management to
make strategic business decisions. By integrating financial flows, business metrics,
information about human capital and client experience, our data helps customers
accurately identify where they are placed in the competitive landscape and how they might
drive improved business results.
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We are a trusted partner to our clients
Discretion
We maintain client confidentiality
and do not discuss client
engagements with other
organizations.
Honesty
We do not misrepresent facts, or allow
our independent judgment to be
compromised. We will never adjust our
findings in exchange for material or
other rewards.
Fairness
We compete fairly for
business in the
marketplace.
Integrity
Our clients trust us with highly
confidential information
because they know that we
operate within the highest
ethical and professional
standards and adhere to a
strict code of confidentiality.
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We provide unbiased facts and deliver insights to aid decision making
Every company believes it is the best in its industry.
Every manager is convinced that he or she is performing miracles with limited resources.
Every employee knows that they are overworked and underpaid.
Every salesperson says his or her clients are happy.
But these are opinions, not facts.
The successful company is the one that is interested in learning:
About what value their products and services are delivering in the marketplace.
About the returns to the company in terms of revenue and profits.
Whether their productivity and costs are higher or lower than those of their competitors.
How many people they employ and whether they are overpaid or underpaid.
What both happy and unhappy clients are saying.
McLagan Investment Services provides the objective facts and relative measurements
that give clear insights.
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Our unique view point brings differentiated solutions to our clients
McLagan has a deep history of involvement in the investment services industry providing services which
are based on rich data sets and deep knowledge of how the various parts of the industry operate and
inter-act. Our clients trust us with this confidential information because they know we operate to the
highest standards of data security.
By working with service
providers on the issues that
matter to buyers of investment
services, we help our clients
solve service problems, identify
areas in need of investment,
distinguish between happy and
unhappy customers, and
reinforce competitive
differentiators.
Our integrated approach to data begins
with the client experience. Our
experienced consultants understand how
investment services firms operate to
produce a three dimensional picture of
what is going well and what needs
investment or improvement.
Revenues in the investment services
industry are under pressure and firms
are cutting costs. In an industry where
people account for three out of five
dollars of cost, firms are forced to
embark on the riskiest strategy of all:
losing people. We help our clients
focus in on areas of under-
performance, and maintain the
confidence of clients and staff
throughout the period of change.
We integrate
soft data with
hard facts
about the
industry
We
understand
how clients
experience the
services
Trusted
Partner
Focused
expertise on
Investment
Services
We help our
clients make
informed
decisions
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Customers:
What are our customers buying from us?
What do our customers think of what they are buying from us?
Competitors:
What are their customers buying from them?
What do their customers think of what they are buying from them?
Employees:
How do we find talented people, motivate them, and prevent them from leaving?
How do we persuade them to do more of what is working and less of what is not?
Revenues:
Where will our revenues come from, now and in the future?
Where will our competitors’ revenues come from, now and in the future?
Costs:
How much are we spending to produce each dollar of revenue?
How much are our competitors spending to produce each dollar of revenue?
Locations:
Are we based in the right locations to deliver an excellent service at an affordable price?
Are our competitors operating from cheaper or better locations?
Business challenges we can address
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For network managers
For direct custody and clearing
banks (DCC)
Are we paying too much?
How do our costs and charging structures compare
(a) with our competitors; and
(b) against best-in-class network managers?
Do we have excess liquidity tied up in this market?
How could we allocate less capital to these risks?
Are we getting as good a deal as our sub-custodians
say we are?
Why is this service from this bank inferior to this
service from that bank?
Are our network managers better paid or worse paid
than their peers at other firms?
What do our peers think of the service provided by
members of our network?
Are we charging too little?
Are our costs and charging structures in line with
(a) our competitors; and
(b) best in class sub-custodians?
What are our competitive differentiators apart from price?
Could we cut costs but not quality by transferring to a
cheaper location?
Are our staff better trained, happier and more productive?
Why is our operation in one country inferior to its peers in
other countries?
Are our staff in this market paid more or less than their
equivalents at other firms?
What do the clients of our competitors think of the services
they receive?
Questions we can answer for network managers & DCC banks
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The Aon Advantage
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Market leading businesses focused on risk and people
Risk
Aon Risk
Solutions
Aon
Benfield
Aon plc
Empowering results for
clients on two of the most
important issues in
today’s global economy;
risk and people. Aon Hewitt
#1 Advisor on
Risk Solutions
#1 Provider of
HR Solutions #1 Benefits Administration
#1 HR Business Process Outsourcing
Leader in HR Consulting
Health & Benefits
Retirement & Investment
Talent, Rewards & Performance
Strategic Advisory
Talent,
Rewards &
Performance
McLagan
McLagan
Investment
services
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Our TRP Practice drives business performance through people performance
Performance
Human
Capital
Advisory and
People
Analytics
Assessment
and
Selection
We review 14 million
candidates a year.
Rewards
We benchmark over
25 million
incumbents a year.
Engagement
We survey over 10
million employees
a year.
We have a deep proprietary database of data and
outcomes that allows us to correlate engagement
action to outcomes. Our approach is flexible,
proactive, tech enabled, and action oriented.
We have over 50 years of
experience benchmarking and
designing pay plans for financial
services clients, with an extensive
history of providing fact based
advice, driving change, and
correlating performance and reward.
We combine proprietary
benchmarks and insights
with public data and
sentiment to help you
build a tangible human
capital strategy and HR
change roadmap that
aligns and supports the
business strategy to build
a tangible roadmap of
change for HR and the
business.
We help acquire and
motivate key talent
with an adaptive
assessment process
tailored for client
needs to identify
profiles more likely to
drive outperformance
and balance risk in
line with strategy.
We have robust benchmarks that
compare our clients to their peers in
terms of service quality and identify
opportunities to invest or increase
efficiency. We have the ability to align
people and strategy by correlating
performance with costs, pay and staff
engagement.
Client
Experience
We have robust benchmarks that
compare clients to peers in terms of
expense and loss ratios and identify
areas of opportunity for efficiencies.
We have the ability to correlate
Performance and Reward to align
reward strategy with pay.
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Financial Services Expertise From McLagan
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McLagan Investment Services
McLagan Investment Services is a
newly formed venture between
McLagan, a firm which has more than
50 years provided compensation
consulting, operational benchmarking
and best practice research across the
financial services industry and
Dominic Hobson, whose experience
of the investment services industry
extends to nearly 30 years.
Our joint venture combines the Talent,
Rewards & Performance data &
consulting services of McLagan with
the Customer Experience expertise of
Dominic Hobson.
What we seek Every bank, investment bank, fund administrator and
financial market infrastructure owns a vast amount of hard data. This
covers expenses, revenue, headcount, and compensation, customer
types, and payables and receivables. Together, this represents a
massive repository of data, which we will normalise to ensure an
apples-to-apples view is created to benchmark every organisation we
work with against similar data from comparable organisations. Our
mission is to gather the raw data of the investment services industry
as a whole and turn it into actionable management information and
business intelligence for individual firms.
Who we are McLagan Investment Services is part of McLagan, the
leading global provider of talent, reward and performance analysis for
the financial services industry. We will focus our research on the
revenues, costs and client experience of providers of post-trade
services, including custodian, investment and transaction banks, fund
administrators, and financial market infrastructures such as central
securities depositories
What we will do We will collect financial information directly from the
general ledger and HR systems, covering expenses, staffing and
revenue along with HR compensation and job title information. We will
combine this information with client experience surveys to provide our
clients with an external, data-based reference point to measure
performance, aid strategic decision-making, and equip managers with
the objective information they need to make an investment in people
or systems, acquire or divest, or move the location of an operation.
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Talent
Employee
engagement
Leadership
Talent
assessment and
selection
Global benefits
Cloud solutions
With over 30 years of experience in employee research, we help our clients increase employee
engagement at every level by providing extensive analysis, reporting, and insights designed to help
employers influence the behaviour and performance of their employees. Our research on employee
engagement spans over 60 industries, more than 1,000 organisations, and draws on feedback gathered
from more than four million employees around the world.
Our leadership consulting practice helps clients identify, attract develop and coach high-potential talent,
from entry-level supervisors to boardroom executives. Our award-winning, web-based leadership
assessment methodology provides in-depth measurement of relevant skills and detailed developmental
results. Our leadership development workshops are rated three times more effective than others in the
industry.
We empower organisations to improve their financial performance by predicting the success of current
and potential employees. Assessments are a proven way to help predict on-the-job success. Our
extensive range of tests, technology and phone-based simulations and job-related assessments are
based on more than 30 years of research by an in-house team of PhD-level industrial psychologists.
Multinational companies face a constantly mutating set of HR challenges as they globalise and expand
their workforce in different jurisdictions around the world. The challenges include balancing the
increased complexity of managing employee compensation and benefits consistently in multiple
countries with the need to ensure that employee packages are appropriate to the needs and demands of
each location.
Employees are also consumers, and they are used to instantaneous access to information and services.
They have similar expectations of the HR and finance functions of the companies they work for. This is
putting HR and finance departments under pressure to provide online and mobile access to the services
they provide. Our team of 730 professionals is now working with more than 230 companies on cloud-
based solutions to this challenge.
Talent
Rewards
Performance
Experience
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Rewards
Reward and
policy practices
Executive
compensation
Market pay and
practices
Regulatory
environment
Staffing
headcount
studies
To remain competitive in the labour market, companies have to match best practice across incentive
plan structures, long-term incentive plans, severance terms, expatriate employee packages, graduate
starting pay, salary administration, and many other factors that impinge on employee morale. Our
benchmarks provide our clients with an objective perspective on their human capital management
practices to compare with those of their peers.
An increasingly complex regulatory environment, and in particular the distinction between fixed and
variable pay outlined in the fourth Capital Requirements Directive (CRD IV), is challenging the
remuneration practices of firms in the investment services industry. Our CRD IV Fixed Pay Study
explored role-based allowances (RBAs) and fixed salary levels from several perspectives, enabling firms
to benchmark their own practices against their peers.
We are the leading provider of executive compensation consulting services to financial services firms,
providing a full range of pay-related consulting services to support the remuneration strategies of our
clients. Our services include executive management and non-executive director (NED) compensation,
equity and long-term incentive plan design, advice on severance policies and executive benefits, and
support for compensation committees.
In financial services, people are the greatest asset and the largest expense. Our annual compensation
surveys allow our clients to measure their pay and practices relative to the market, enabling them to
recruit, engage and retain staff, and align their rewards with their business strategies. Our analysis also
helps firms understand the practices of their peers on benefits, deferred awards, salary budgets and
banding, and severance policy.
Our data and the accompanying analyses allow firms to review their staffing headcount in a number of
different ways. The metrics we provide include assessing the number of staff sitting in a specific
business unit or location, the mixture of grades and roles by comparison with peers, comparative
reduction-in-force (RIF) and staff turnover surveys, and detailed analyses of past and present headcount
by location and location type.
Talent
Rewards
Performance
Experience
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Performance
Position audit
Expense and
productivity
optimisation
Market share and
opportunities
Resource
allocation
Operational
efficiency
Our financial benchmarking tools enable firms to measure business performance across a number of
key performance indicators (KPIs), such as profit margins, costs per dollar of revenue, and specific
expenses. The tools provide an independent reference point to challenge or confirm internal
perceptions. Because the analysis is not replicable internally, it highlights areas of under- or over-
performance, and their impact, relative to competitors.
The margin squeeze means investment services firms need to raise productivity. This pressure to
produce more for less is felt in staffing. Managers need to understand whether employees are generating
more revenue than competitors, and whether costs – including pay-outs – are higher or lower than
competitors. Our data-led insights provide management with one of the tools they need to make the right
decisions in recruitment and reduction-in-force (RIF).
Revenue GPS, our quarterly survey of the performance of securities firms, provides users with an
independent assessment of their market and wallet share in equity trading, spreads and commissions.
The data enables firms to understand the competitive landscape and their position and performance
within it, and identifies opportunities to secure new business. It improves decision-making in account
management and resource allocation.
With both revenue and expenses under increasingly intense scrutiny, and the cost of the capital
consumed by every activity rising, how firms deploy their resources to identify the right opportunities and
increase sales is more important than ever. Our quarterly market share and revenue opportunity studies
help firms identify client and revenue opportunities, modify sales and support staff, measure gaps, and
monitor performance against targets.
Investment services firms have already made the obvious economies, through headcount reductions,
down-sizing and exits. The focus has now shifted to increasing the operational efficiency of the leaner
business groups, and especially their support functions. How lower cost locations are used, differences
in headcount and pay, and outsourcing models are all areas in which we assist firms to make informed
decisions based on peer group comparisons.
Talent
Rewards
Performance
Experience
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Client Experience
Annual survey of
client perceptions
of service quality
Annual self-
assessment by
service providers
Integration with
hard data about
costs and
performance
Detailed analysis
that informs
decision-making
Annual
publication of
headline results
of surveys
Every business that wants to excel needs an independent assessment of what its clients think of its
performance. Buyers also need an external benchmark to ensure they are obtaining a high level of
service on the best terms available. Our annual surveys of providers of investment services, using
sophisticated technology and questionnaires tailored to the purchasing profile of the client, aim to
deliver these benchmarks to providers and clients.
Managers need information that is not merely interesting, but actionable. By combining data on the
client experience with data on costs, revenues and employee engagement, our research reports not
only highlight areas of concern, but indicate how problems might be fixed. A report might lead, for
example, to a decision to pay existing people more, hire more or better qualified staff, invest in a new
system, or shift the location of an operation.
The management of an investment services firm is a complex activity. Success depends on obtaining,
co-ordinating and applying a variety of human and material resources on a global scale, in dynamic,
competitive and highly regulated markets in which multiple factors are uncontrollable. We provide an
annual opportunity for managers to assess their own performance against internal and external
expectations, and identify gaps between the two.
A client perception survey is exactly that: a snapshot of client attitudes at a particular point in time. For
our largest customers, by contrast, the client experience is merely the starting point of a detailed
investigation into the revenues, remuneration, non-staff costs and levels of employee engagement that
created that client experience. The result is a research report which integrates hard data with soft, and
so provides explanations as well as perceptions.
Surveys of the client experience have many benefits. Properly structured, and used wisely, they identify
unhappy clients which might otherwise be lost, identify areas where services fall short, highlight new
opportunities for growth, and help build relationships with existing and potential customers. But the
benefits also include marketing. This is why we will publish the headline results of every survey we
conduct, with accompanying texts, every year.
Talent
Rewards
Performance
Experience
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What We Do
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Integrated data makes for better-informed decisions
Use
Results
Staff engagement
Leadership
Training
Career planning
Retention & development
Reward & policy practices
Executive benchmarking
Market pay practices & trends
Regulatory alignment
Staffing headcount studies
Position audit
Productivity optimisation
Market share & opportunities
Resource allocation
Operational efficiency
Client perception & experience
Net promoter scores
Annual self-assessments
Marketing benefits
Hard data explains soft data
Experience
Talent
Performance
Rewards
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Integrated data helps firms address client questions and ambitions
Talent Reward Client
Experience Performance
Do we need to cut operating costs?
Are we right-sized for what we do? a a
a a a We want to challenge the top tier firms. a a a a Do we have the right staff to deliver an excellent service?
We want to move staff to a lower cost location.
a a
a a a a
a a
Are our best people getting what they deserve? a a
Data-led aids to decision-
making
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Data you can act on
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Integrated data leads to management action
A European bank saved nearly $200 million in
non-compensation costs after using our benchmark
data to drill down into areas of over-spending.
A second European bank perceived it had a bulge
at the director title in a specific business line which
made the business relatively expensive to operate.
The benchmark data not only confirmed this
perception, but measured the size of the variance to
the market and the financial impact. Over time, the
bank realigned its hierarchy to match the market
median through a mix of changed promotion
procedures and natural attrition.
An American bank wanted to expand its business in
a particular area. Our data illustrated how much the
bank would have to invest in people to close the
gap that had opened between its offering and that of
the leading firms.
Have our competitors
grown revenues or cut
costs in this line of
business faster than we
have?
Where are our costs
above those of our
competitors in this line of
business, where are they
below, and how much is
the difference worth to
them or us?
How does our
compensation bill divide
between sales,
operations and
administration?
Should we cut costs by
moving staff to lower
cost locations,
outsourcing, improving
the productivity of the
existing workforce, or by
investing in a new
system?
Are our revenues in this
line of business as large,
as our closest
competitors?
Are our operations
people right to claim that
they are under-staffed
by comparison with our
closest competitors?
Financial, operational
and strategic benefits
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Integrated data is not just nice-to-know: it is a guide-to-action
Is my corporate actions
function too expensive?
If so, why? Is headcount too
high? Is the mix of staff
unhelpful? Are they based
in a high cost location? Are
they inadequately trained,
or poorly compensated, or
suffering from low morale?
Is the real issue nothing to
do with compensation at
all?
Review pay for corporate
actions staff, and the tiers. Are
there more senior staff
members on higher rates of
pay? Do their peers at other
firms do an equally good job
from lower cost locations?
Review costs on an
absolute and per capita
basis and by location – and
compare the results with the
competition. The costs can
also be scaled against
revenue for a relative view.
HR Data
Corporate
Actions
Function
Client
Experience
Financial
Data
Our integrated approach begins with the client
experience. Our approach pinpoints cost and
service problems as well as competitive
differentiators, so you know exactly what you
need to change.
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Integrated data measures productivity
$75k
$100k
Bank A Benchmark Gap
Revenue per FTE
$1.25 billion
Difference
multiplied by FTE
FTE : 50,000
Bank A has a $1.25 billion productivity issue
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Integrated data measures cost
0.20 0.23
0.25 0.25
0.30
0.35
0.40
0.45
Bank B Bank C Benchmark ModelledGap
Bank A Bank D
Cost per Revenue $
$20bn $15bn $10bn Potential saving
Bank A has a $20 billion cost issue
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Integrated data measures compensation costs
$750k
$600k
Bank A Benchmark Gap
Compensation per Head
$3 billion
Difference
multiplied by FTE
FTE : 20,000
Bank A has a $150k per FTE head compensation issue
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Integrated data measures location costs
Headcount
Distribution
Expense
Distribution
Americas
EMEA
APAC 40%
30%
20%
20%
40% 50%
Bank A Benchmark
15% 7%
45% 60%
40% 33%
Bank A Benchmark
Bank A is heavily deployed in lower cost locations in Asia
Bank A gains advantage from its APAC operations
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Integrated data measures client experience
35
56
Net Promoter Score
Bank A
Bank B
Bank A – three out of four clients planning to give it more business
Bank B – has four out of five clients planning to give business to competitors
Bank B risks losing 80% of clients to competitors
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People are the most important aspect of success in business. Talented people are
the greatest asset and the largest expense. We use a uniquely rich combination of
data about people and how they are recruited, rewarded and perform to ensure that
our clients have the right people in the right roles to drive revenues in and costs out.
Integrated data paints a three dimensional picture of your business
What your
clients think
How your
people work
How your
business is
performing
Every successful strategy is built from data, and executed with data, from
what customers think of products to what they cost to deliver. Our clients
trust us with proprietary data from their finance and HR systems because
they want to know what is happening in their business and that of their
competitors from the consolidated accounts to the individual cost centre.
It is difficult for businesses to collect client feedback – sales teams are not likely to
ask an unhappy client to fill out a survey. Our survey questionnaires are designed
to find out what clients really think of their providers, and our analysis turns it into
information our clients can use to find out where problems are occurring, what is
causing them, and how they can be fixed.
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Where the data comes from
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The sources of our data
HR Systems: We collect headcount, compensation and job
title/levelling directly from firms HR databases enabling us to provide
organisations with a detailed view of their market position and
competiveness.
General Ledger: We collect global headcount, cost and revenue
information directly from firms financial ledger systems by business
and business unit enabling firms to measure their performance to
peers across a number of key KPI’s and ratio’s.
Client Experience Surveys: We offer clients the chance to find out
what their clients are saying about them through our detailed client
surveys highlighting areas of opportunity and where a change may
be required.
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How the data collection process works
We collect data from customer experience surveys
We collect proprietary data from surveys, general ledgers, and HR systems
This eliminates misleading or irrelevant presentations in public accounts
The data is then mapped by us into standardised structures
And normalised to achieve true apples-to-apples comparisons
The result is a granular level of detail not available elsewhere
Which can be used to explain the customer experience, at cost centre level
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The granularity of the general ledger data we collect
Global Bank
Global Consumer Banking Corporate & Investment Bank Other
Treasury &
Trade
Corporate
Bank Private Bank
Securities
Services Equities Fixed Income
Investment
Bank
Custody / Prime
Services Fund Services Tech & Ops
Custody
Services Issuer Services
Transfer Agency Depositary Receipts Corporate Trust Client Pricing Operations Network
Management IT
Derivative &
Collateral Mgmt Product Custody Servicing Operations
Management &
Admin Prime Services
Management &
Administration
Custody Ops
Gro
up
S
egm
ent
Div
isio
n
Sub
Div
isio
n
Busin
ess
Units
Cost
Centr
es
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Output
Data reporting
• Client versus benchmark
• Variance to benchmark
• Ranking
• Absolute numbers
• Trends
• Per capita ratios
• Scaling ratios
Typical Data Output
Management summary
• Headline view of key performance indicators (KPIs)
• Productivity
• Business unit analysis
• P&L view
• Staffing analysis
• Support efficiency ratios
• Commentary and call-out notes
• Summary conclusions
Headcount
Number of FTEs
Comp per FTE
Productivity
Revenue per FTE
Cost per FTE
Profit per FTE
Premises
Suppliers
Professional Fees
Margin
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How to participate in our work
2
3
1
4
5
Take part in a compensation survey
Share data from your general ledger
Complete a service provider survey questionnaire
Encourage your clients to complete a survey
Use our employee engagement surveys
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The benefits of participating in our work
In a competitive
market, keep pay
competitive and
reward your best
people relative to
competitors
Rewards
Employ the best
people in a
competitive talent
market – retain
and recruit the
best talent, your
most valuable
resource
Talent
Understand why
clients stay, why
clients leave, and
gain the
knowledge
needed to rank
ahead of your
competition in our
independent
survey
Client
Experience
Beat the
competition on price
and service by
investing in the right
areas and cutting
the right costs
Performance
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We’re here to empower results
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Our team
Dominic Hobson is Co-Lead of Aon
McLagan Investment Services. He was one
of the founders of Asset International, a
publishing and events business whose titles
include Global Custodian, where he was for
many years editor-in-chief. After Asset
International was sold in 2009, Mr Hobson
founded COO Connect, a peer group network
for fund managers, now also sold. As an
independent consultant, he has delivered a
variety of projects of behalf of custodian
banks and financial market infrastructures,
and consulted to Instant Actions, a corporate
actions verification service. Mr Hobson has
written for Financial News, contributed
occasionally to the BBC on financial markets
issues, and has three works of non-fiction to
his name. He was amanuensis to Nigel
Lawson, former Chancellor of the Exchequer,
in the preparation of his memoirs. Mr Hobson
was born in Southern Rhodesia in 1958, and
educated there and at Magdalene College,
Cambridge. He spent four years in investment
banking before electing in 1988 to work for
himself. Mr Hobson is also co-founder of the
Future of Finance conference held at the Saïd
Business School in Oxford, a member of the
Innovate Finance Policy Advisory Board, and
served on the Government Office of Science
group of experts on distributed ledger
technology.
Allison Cayse is a Manager within Aon
McLagan Investment Services, which she
joined this year. Ms Cayse has more than 12
years’ experience of the investment services
industry, having joined Global Custodian, a
trade magazine dedicated to the industry, as its
surveys editor in 2004. In that role, she was
responsible for the day-to-day management of
more than a dozen surveys of various aspects
of the investment services industry, including
global custody, direct custody and clearing in
major and emerging markets, central securities
depositories (CSDs), hedge, mutual and private
equity fund administration, securities lending
and financing, and prime brokerage. In addition,
Ms Cayse headed up relationship management
and client services for the surveys group, and
managed the technical team which scripted
surveys, analysed the results and prepared
research reports for clients. Ms Cayse also
contributed regularly to the editorial content of
the magazine, and helped to conceive, develop
and manage its annual survey awards events in
Hong Kong, London and New York. She is a
graduate of the Scripps School of Journalism at
Ohio University, where she majored in
journalism, and minored in Economics and
German. She also earned a master’s degree in
European Cultures at Birkbeck College,
University of London.
Sophie Chapman Daws is a
Manager in McLagan’s London office and
works with Mr Amos as part of the
Performance business and the McLagan
Investment Services team. In her role within
the McLagan Investment Services Ms
Chapman-Daws supports all our
benchmarking efforts and capabilities from
an execution perspective with additional
responsibility for managing and developing
the reporting and analyses we deliver to our
clients. Additionally she is currently working
with our partners within the Compensation
team on a new initiative to develop an
analyses that is able to join together the
financial performance benchmarks with the
detailed pay data to create a performance
and reward solution to our clients. She
joined McLagan in December 2013 having
previously worked for Benchmarkers where
she was responsible for the running of the
Insurance benchmarks. Sophie graduated
from LSE with a background in
Mathematics and Economics.
Keith Amos is an Associate Partner in
McLagan’s London office and Co-Lead of
McLagan Investment Services. Mr Amos
has worked at McLagan since 2004 and
heads up the financial benchmarking
capabilities for Investment Services. In his
time at McLagan he works within the
Performance business (and part of TRP)
having previously worked on the financial
benchmarking product for Investment
Banks covering the capital markets
business and relocated to New York where
he spent four years in a number of different
client facing and relationship management
roles. Prior to joining McLagan Mr Amos
worked for a number of Investment Banks
in mainly Operational roles including time
with Standard Chartered Bank, Deutsche
Bank, Lehman Brothers and Salomon
Brothers (at Lehman and Salomon he
worked on the trading desk with a specific
focus on Emerging Markets). After leaving
Salomon in 1999 Mr Amos joined MIB
Partners, a financial benchmarking Start-Up
which was subsequently purchased by
McLagan Partners, an Aon Company, in
2004.
McLagan
Proprietary & Confidential 40
Contact us
Keith Amos
Associate Partner, Co-lead
McLagan Investment Services
Aon Hewitt
10 Devonshire Square
London, EC2M 4YP
t +44 (0)20.7086.5056 | m +44 (0)7714 900421
Sophie Chapman-Daws
Manager,
McLagan Investment Services
Aon Hewitt
10 Devonshire Square
London, EC2M 4YP
t +44 (0)20.7086.5110 |
Dominic Hobson
Co-lead
McLagan Investment Services
Aon Hewitt
10 Devonshire Square
London, EC2M 4YP
t +44 (0)20.7086.5145
Allison Cayse
Manager,
McLagan Investment Services
Aon Hewitt
1600 Summer Street, Suite 601,
Stamford, CT 06905
+1.513.378.1645