Company presentation Q2 2019 About us A Geneva based boutique - PowerPoint PPT Presentation

Company presentation Q2 2019

About us A Geneva based boutique Vision • Create high added value for our clients in the financial industry by proposing an integrated and holistic approach Values • We want to be perceived as partners to our clients • They should acknowledge our added value in our proposed solutions • Our priority stays the human contact and the respect of our clients Positioning • M&A Advisory • Business and Change Management Consulting 2

M&A Advisory We advise on each single step of a transaction as trusted advisor, in sell side, buy side or merger situations, from the transaction strategy to the closing of the deal. § Analysis of alternative options § Structuring of transactions § Steering and coordinating of other advisors § Negotiating proposals/analysing offers § Advice on valuation § Negotiation strategy § Integration planning 3

Consulting We support our clients in their strategy and in the implementation of their organisation's transformation or evolution projects. § Organisation & Change Management § Business creation & transformation § Development strategy § Operational efficiency and Target Operational models (TOM) § Market research & benchmarking § Business plan and marketing § Strategic positioning (SWOT) 4

Our expertise Operational support for M&A and creation of authorized structures Our statements Our answers n An on-going market consolidation. n Organisational and operational due diligence of the targeted n New or existing players try to obtain companies. banking licenses. n Organisational and operational n The merging of teams needs an merger & restructuring. alignment of the corporate culture (internal and external n Management ad interim. communications, management, remuneration…). n Organisational and operational support within a license application n Obtaining authorizations in the with Regulators. context of buying or creating licenses needs the set-up of important projects. n Training of the teams. n The need to train the teams is always underestimated and even ignored. 5

Our expertise Optimisation of client relationship and compliance processes Our statements n Acquiring and keeping clients is expensive, due to commercial and compliance costs. Our answers n To master commercial client data allows for increase in profitability. It is n Many projects in this domain : also the basis for new products and compliance and on-boarding services that help create future process optimization, front office growth. workplace design, CRM, client reporting, compensation and bonus n To master compliance processes schemes… allows an optimized cost allocation and avoids risky situations. n The end of banking secrecy has started a reflection of the geographical markets served by each bank. 6

Our expertise Structuring and developing product and service strategies Our statements n To maintain the attractiveness of the Swiss financial center, the range of products and services Our answers needs to evolve in the context of increased transparency. n Product and service assessments (SWOT analysis). n Fees have to be consistent with the perceived added values. Banks n Business plan and implementation. tend to to be expensive for basic services and unable to charge the n Network to provide our customers right price for value-added services. with potential partners (via a transparent RFI/RFP processes ). n The need to rethink the range of products and services leads to n Mastering of B2B relationships (SLA, developments of partnerships. negotiation support). n These partnerships require control and optimization of B2B processes in functional, contractual and operational dimensions. 7

Our expertise Cost controlling and optimizing the allocation of resources Our statements Our answers n Restoring margins has priority for n Outsourcing of business processes Swiss financial institutions. Cost criteria and implementation. control is crucial in this process. n Nearshoring, offshoring and n The outsourcing of business creation of process hubs. processes is no longer a taboo for Swiss banks. Theses decisions are n Project coaching and not always taken for good reasons. management to define new Target Operational Models (TOM) n Continuous fine tuning is not longer a solution to reduce costs. Banks need dramatic changes in front-to- back processes to reach the next level of cost reduction. 8

Our expertise Change management and complex project management Our statements Our answers n Past profitability levels have failed n Project management to develop a change management culture. n Project controlling n Internal change management n Functional and business forces are undersized in relation to competences the necessary transformations. n Training n Top management is not necessarily aware that change is a top-down process. n Formalization and optimization of processes. n The complexity and size of such strategic projects needs a clear vision, cross business coordination and the strong support of top management. 9

Some examples M&A: Merger of two large independent Asset Management Firms § Evaluated the two companies - Monitored Group re-structuration - Conducted deal closing ü M&A: Strategy and project to acquire a Swiss Private Bank by a European player § Strategic consulting and identification of the target ü DD process ü The project was aborted after the DD process ü CRM project § Change management process with all the stakeholders - Validate business needs with the top ü management- Set up project structure ( scope, milestones, budget,..) Client Onboarding ( several files) § ü Assessment of the existing organizations- Recommendations to the top management TOM definition § ü In the case of a merger or acquisition project, we intervene to define the target operational model and the road map to achieve it Business process definition and management § ü Review and optimization of the processes and organization to improve operational efficiency and reduce risk 10

Our senior team Andreas Stricker Andreas held senior positions in the Banking area § ü UBP COO ü Bordier COO ü Citibank European VP ü UBS UK : COO for the Private Client activities has also a successful track record in consultancy activities § (i.e.: he has recently designed the Swiss onshore private banking strategy of an international player) has a proven experience in M&A deals, either as a senior § banker or as a consultant 11

Our senior team Jean Bonnefoy Jean has 20 years of change management experience in the § financial industry in collaboration with C-level management as a consultant He conducted many assignments in Private banking sector, § particularly in front-end and portfolio management projects Worked in banking software companies (Odyssey Triple A, § Reuters) Experienced at European level (France, Switzerland, Belgium, § Luxemburg and UK) Experienced as a COO in a Swiss Private Bank § 12