Portfolio Management digs deep into the efficiency of your firm’s processes and tools to maximize market outcomes for your clients. Our deep expertise helps your clients expand and optimize additional asset classes and tax outcomes as well as access lower cost and more efficient investment structures.
A large regional bank approached us after their acquisition of a bank with a nascent in-house direct indexing capability. They didn’t know what it would take to bring the acquired DI business to enterprise scale and standards; and this, whether they should build in-house or partner with an outside vendor.
We conducted a full scale analysis to understand the current state capabilities. We compared the bank’s current product to several market leaders and identified what work would be needed to bring it to enterprise scale and make the product competitive in the market. Additionally, we conducted a full analysis of their options: build internally or partner with a platform provider and included the business case for both. After the analyses we gave our recommendation for the best way forward.
As a result of our detailed analyses, the bank gained a clear understanding of what they had acquired, the problem statement, and potential paths forward, which allowed them to make an informed decision that was in alignment with their overall strategy and the best interests of their business.
Recently, a breakaway RIA needed to build certainty around its technology and infrastructure transition plan. They asked us to analyze the plan, identify ways to mediate risks and opportunities to accelerate the plan and in parallel, evaluate what the portfolio product could look like in the future.
Through our analysis of the breakaway process, post-breakaway product enhancements and the technology investment needed to expand product capabilities, we designed both product and technology roadmaps that included data, capabilities and more. We defined a two to three-year agile approach technology and product roadmap.
This analysis gave clear direction to all levels of the firm from the Board of Directors to senior leaders to project teams for implementing the plan to breakaway and actionable guidelines of what it will take to expand their product to meet their vision. It also provided a third-party view that could challenge internal assumptions and help increase odds of success.
When a large RIA decided it was time to rework its disjointed and inefficient portfolio management process that had become bogged down by operations overhead, highly manual processes and data from multiple sources, they called us for help.
Our thorough analysis of the current state uncovered clear pain points and made it possible for us to identify the opportunities to improve. After the analysis we took several more actions to complete the project. We adopted new ways of doing things – moving from SMA to UMA, designed ports within the UMA, conducted a vendor analysis and selected the right match, enacted a project plan conversion and implemented the new system, ultimately enabling the new capability of UMA.
The RIA condensed its operational tasks and automated portfolio management functions which reduced portfolio management servicing functions from hours to minutes. Thanks to the time savings and operational efficiency, the firm’s advisors have more time to spend on revenue generating activities.
