Final Results Year ended 31 December 2016 2016 Reporting Team Paul - - PowerPoint PPT Presentation

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Final Results Year ended 31 December 2016 2016 Reporting Team Paul - - PowerPoint PPT Presentation

Final Results Year ended 31 December 2016 2016 Reporting Team Paul Tarran Rupert Curtis Will Self Group CFO Group CEO Group Deputy CEO Over 30 years experience in the 40 years experience in the SIPP and Over 15


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Final Results Year ended 31 December 2016

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STRICTLY PRIVATE AND CONFIDENTIAL

  • Over 15 years’ experience in the

SIPP and SSAS industry

  • CEO Suffolk Life
  • Previously CCO Digital Savings,

Legal & General

Will Self Group Deputy CEO

2016 Reporting Team

  • Over 30 years’ experience in the

financial services sector

  • Previously Finance Director of Savoy

Asset Management plc, a publicly listed stockbroker, and a founding director of IPS Pensions

  • Fellow of the Institute of Chartered

Accountants of England & Wales

Paul Tarran Group CFO

  • 40 years’ experience in the SIPP and

SSAS industry

  • Developed Curtis Banks Limited from

inception in 2009 to one of the largest SIPP operators in the UK

  • Previously a director at IPS Pensions

Ltd and James Hay

Rupert Curtis Group CEO

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Operational Highlights 2016

  • 2016 results delivering in line with expectations
  • 86% overall growth in SIPP numbers, 16% gross organic growth
  • Acquisition of Suffolk Life from Legal & General for £45m – completed 25 May 2016
  • £27m raised in equity placing
  • £15m, 5 year debt facility and £8.3m revolving credit facility
  • Full integration of European Pensions Management acquisition
  • Middle management strengthening programme completed
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Opportunities

  • Maximise organic growth from a broader introducer network
  • Continued opportunities for quality acquisitions
  • Consolidation of existing acquisition books and businesses
  • Enhanced capability and lower costs through systems enhancements
  • Grow ownership of commercial property value chain from market leading

position

  • Regulatory and legislative environment continues to drive organic growth and

acquisition opportunities

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About Curtis Banks Group

A market leading SIPP administrator combining strong organic growth with accretive acquisitions

72,000 SIPPs 600 staff Experienced leadership and management depth Strong cash generation with predictable earnings Long term client relationships, typically 15 – 25 years

Transparent and focussed business model with stable

  • rganic growth and no exposure to advice risks

Sole focus on SIPP administration Non-advisory No direct to consumer distribution or risk Revenue driven by administration volume

The largest dedicated SIPP provider in the UK, with

  • ver 6,000 commercial properties

Full, mid and eSIPPs provided Third party administration and partnerships All new business via intermediaries Fixed fees, no investment exposure

Delivering on a strategic plan to yield continued revenue growth and improved margins

Clear plan for next stage of growth Targeting revenue growth Enhanced capability for future organic and acquisitive growth Realised benefits of past acquisitions

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STRICTLY PRIVATE AND CONFIDENTIAL Simple assets integrated platform Integrated DFM 3rd party platform Commercial property complex assets, DFM

£235 £124 £302 £1,046

Our SIPP proposition

21,060

Full SIPPs

18,143

eSIPPs

23,277

Mid SIPPs Average annualised fee revenue 2016 Primary use

SIPP numbers as at 31 December 2016. Revenue excludes income from bank interest

10,503

Other SIPP administration

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Our Strategy

DRIVE EFFICIENCY THROUGH TECHNOLOGY

Continue technology advances appropriate to the business to deliver improved margins through efficiency and improved service to customers.

ENHANCE REVENUE GENERATION

Extend proven revenue generation activities across the wider group and continually review fee income relative to the services provided.

MAINTAIN A ROBUST AND SUSTAINABLE BUSINESS MODEL

Market leading governance, capitalisation and robust systems to ensure a sustainable long term business and confidence for our business partners, customers and shareholders.

MEET CHANGING CUSTOMER NEEDS

Adapting to the changing needs of the UK population and regulatory environment to be the SIPP provider of choice both pre and post retirement.

KEY KEY STRA RATEGIC OBJ BJECT CTIVE VES CAPITALISE ON THE RIGHT GROWTH OPPORTUNITIES

Focus on profitable areas of organic market growth and selective acquisitions

  • f well-aligned books or businesses, with

a clear business identity.

5

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SIPP market overview

INVESTMENT PLATFORMS

SIPP administration subsidised as part of investment proposition. Most likely to offer mid and eSIPPs.

DEDICATED PROVIDERS

SIPP administration is the core revenue generating business activity. Most likely to offer full and mid SIPPs.

COMPLEMENTARY PROVIDERS

SIPP administration is not core to the main revenue generating business. Most likely to offer full and mid SIPPs.

Source: Money Management SIPP survey October 2016. Curtis Banks figures as at 31 December 2016. All figures refer to number of SIPPs under administration. Not all SIPP providers disclose data and are included

10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 100,000

Curtis Banks Dentons Pensions Hornbuckle Talbot & Muir Hargreaves Lansdown AJ Bell James Hay Standard Life Barnett Waddingham Mattioli Woods Xafinity Killik 269,699 133,437

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Financial Highlights 2016

Financial Highlights

Changes over the year relative to the previous year:

  • Increase in Revenue by 75%
  • Increase in Operating Adjusted Profit Before Tax1 by 18%
  • Increase in profit before tax by 10%
  • Increase in Basic EPS by 1.5%
  • Second interim dividend of 3p per share to be paid

making a total for the year of 4p per share

1 before amortisation and non-recurring costs

2016 2015 2014 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000

Operating adjusted profit before tax (£millions)

“Operating adjusted profit before tax increased by 18%, to £7.1

  • million. A further

dividend of 3p per share has been declared”

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Final results for the year ended 31 December 2016

Final results (£’000) Audited year ended 31 December 2014 Audited year ended 31 December 2015 Audited year ended 31 December 2016 Revenue 10,081 16,999 29,731 Adjusted Operating Profit1 3,619 6,006 7,064 Profit before tax 3,104 4,079 4,490 Adjusted Profit Margin1 36% 35% 24% Adjusted Basic EPS1 7.35p 11.46p 11.38p

1 before amortisation, non-recurring costs and interest

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Profit and Loss Account

Profit and Loss (£’000) 2014 2015 2016 Curtis Banks

(12 months)

Suffolk Life

(7 months)

Suffolk Life

(Full year 2016)

Revenue:

Fee income 7,601 13,747 25,214 15,373 9,841 16,887 Interest income 2,480 3,252 4,517 3,925 5921 3,7941

Total revenue 10,081 16,999 29,731 19,298 10,433 20,681 Administrative expenses:

Staff costs (4,494) (7,759) (15,420) (9,846) (5,574) Property costs (296) (628) (1,272) (656) (616) Operational costs (1,545) (2,488) (5,711) (3,481) (2,230)

Total administrative expenses (6,335) (10,874) (22,403) (13,983) (8,420) Finance Costs (net) (127) (119) (264) (305) 41 Adjusted operating profits 3,619 6,006 7,064 5,010 2,054

Margin 36% 35% 24% 26% 20%

Non Recurring Costs (106) (1,194) (1,690) (1,146) (544) Amortisation (409) (733) (884) (756) (128) Profit before tax 3,104 4,079 4,490 3,108 1,382 Tax (665) (983) (576) (474) (102) Total comprehensive income 2,439 3,096 3,914 2,634 1,280

1 Virtual banking revenue only commenced in November 2016. Full year 2016 assumes this was in place for the whole year with deposits at similar rates

2016 Curtis Banks / Suffolk Life split

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Balance Sheet

Balance Sheet (£m) 31 Dec 14 31 Dec 15 31 Dec 16 Intangible Assets 11.3 13.3 47.6 Property Plant and Equipment 0.7 1.5 1.1 Deferred Consideration (1.8) (2.5) (1.5) Deferred Income (3.8) (4.6) (9.9) Borrowings (4.4) (3.2) (21.0) Net Current Assets 0.5 1.6 3.8 Cash 2.7 7.6 21.5 Net Assets 5.2 13.7 41.6 Share Capital 1.6 7.4 33.7 Retained Earnings + Option Reserve 3.6 6.3 7.9 Shareholder’s Equity 5.2 13.7 41.6

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Cash flows

Cash flows (£’000) 31 Dec 14 31 Dec 15 31 Dec 16 Profit before tax 3,104 4,079 4,490 Adjustments for non cash flow expenses 588 1,019 1,543 Adjustments for interest expenses 142 158 387 Changes in working capital and tax paid (997) (1,735) (2,210) Net cash flows from operating activities 2,837 3,521 4,210 Purchase of intangible assets

  • (220)

(3,524) Purchase of property, plant and equipment (380) (1,091) (506) Consideration paid on business acquisitions (3,424) (1,129) (27,363) Net cash flows from investing activities (3,804) (2,440) (31,393) Equity dividends paid (179) (535) (2,408) Net proceeds from issue of ordinary shares

  • 5,771

26,322 Net movement in borrowings 1,472 (1,215) 17,505 Net interest paid (171) (171) (411) Net cash received from financing activities 1,122 3,850 41,008 Net increase in cash 155 4,931 13,825

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SIPP Numbers

Year ended (31 December) 2013 2014 2015 2016

SIPPs at beginning of year 4,637 11,743 22,379 39,236 New Full SIPPs 1,785 2,110 2,386 924 New Mid SIPPs

  • 2,474

New eSIPPs

  • 1,768

2,838 New other SIPPs

  • 70

Acquisition Full SIPPs 5,860 4,436 2,655 15,341 Acquisition Mid SIPPs

  • 6,588

Acquisitions (eSIPPs)

  • 4,428
  • 9,581

Acquisition other SIPPs

  • 11,284

1,144 Attrition (539) (338) (1,236) (5,213)

4.93% 3.22% 4.90%1 5.47%1

SIPPs at end of year 11,743 22,379 39,236 72,983

1 increase in attrition due to high attrition rates on books of business acquired by the group in previous years. Attrition percentages exclude attrition

from third party administration business

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Bank interest

  • Centralised group Treasury function in place
  • Total group SIPP cash balances of circa £1bn
  • Average of 80% of balances deposited with third party institutions with a

credit rating tolerance of A- and FSCS eligible

  • Remaining 20% retained with principal clearing bank
  • Current gross blended rate received of 90 bps
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Delivering the Strategy

Senior Management Focus Simplify our Proposition Rationalise

  • ffice network

Robust Governance Systems & Process Efficiency Clear Brand Identity

“Achieving our core strategic objectives will deliver an improved proposition, increased revenues, reduced costs and enhanced margins”

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Strategic timeline

Senior Management Focus Simplify our Proposition Rationalise office network Robust Governance Systems & Process Efficiency Clear Brand Identity

Align Suffolk Life banking systems Initiate strategic brand review Single Group Management view Complete system review Complete first phase

  • f system

implementation Brand and marketing implementation Implement operational alignment and restructure Rationalise office network Launch simplified single proposition Complete final phase

  • f system

implementation

“Progress has already been made towards

  • ur core areas of

strategic focus” 2018

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Clear Brand & Marketing

Design new clear brand identity Extend marketing and comms capability across the Group Deliver new brand identity across the Group and proposition Increase corporate visibility to drive greater brand recognition and

  • rganic growth
Senior Management Focus Simplify our Proposition Rationalise office network Robust Governance Systems & Process Efficiency

Clear Brand Identity

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Simplify our SIPP Proposition

Leaner more efficient

  • perating

structure Rationalise and close legacy schemes Define new ‘best in class’ product features, aligned with systems capability Enhance

  • pportunities

for ownership

  • f the value

chain Launch single simplified proposition

Senior Management Focus

Simplify our Proposition

Rationalise office network Robust Governance Systems & Process Efficiency Clear Brand Identity
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Systems, processes and locations

  • Advanced stage of concluding systems strategy
  • Suffolk Life acquisition changed requirements, together with the emergence of a

newly available solution for one operating infrastructure

  • Align IT management and change, and adopt a more efficient and

consistent operational structure

  • Rationalise office network
Senior Management Focus Simplify our Proposition

Rationalise office network

Robust Governance

Systems & Process Efficiency

Clear Brand Identity
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Robust Governance

  • Move towards a single operating solution
  • Align controls and governance across the Group
  • Enhance risk visibility and mitigation with consolidated risk register and single

Chief Risk Officer

  • Consistent policies, standards, reporting and Management Information
  • Single Group relationship with regulators
Senior Management Focus Simplify our Proposition Rationalise office network

Robust Governance

Systems & Process Efficiency Clear Brand Identity
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Summary and Outlook

  • Strong predictable cash generation, 2016 results delivered on expectation
  • Enhanced governance, risk visibility and mitigation
  • Market leading capacity and experience for acquisitions
  • Unrivalled management experience with a clear vision and strategy
  • Focussed on driving up margins and continuing to deliver increased

shareholder value

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Disclaimer

The following presentation, including a hard copy of these slides, the talks given by the presenters, the information communicated during any delivery of the presentation and any question and answer session and any document or material distributed at or in connection with the presentation (together, the "Presentation"), has been prepared and issued by the directors of Curtis Banks Group plc (the "Company"). By attending (whether in person or by telephone) or reading the Presentation, you agree to be bound by the conditions set out below. The Presentation does not constitute or form part of, and should not be construed as investment advice or any offer or invitation to sell or issue, or any solicitation of any offer to purchase or subscribe for, any shares or other securities of the Company, nor shall it (or any part of it), or the fact of its distribution, form the basis of, or be relied on in connection with or act as any inducement to enter into, any contract whatsoever relating to any securities or financial instruments, acquisition

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Appendix

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The Benefits of Acquisitions

  • Maximise cash generation opportunities from acquisitions – enhanced

services, cash management etc

  • Access to new introducers of business
  • Adopt a group structure and create centralised functions
  • Change management to deliver efficiencies
  • Other bulk efficiencies
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Risk horizon

  • Inflationary cost pressures coupled with fee pressures and continued low

interest rates

  • Risks associated with implementation of new operating systems
  • Political risk driving unpredictable further change to pensions
  • High regulatory scrutiny of SIPP and retirement markets
  • No perceived post-Brexit risk from staff movement or Forex
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Your Board

Rupert Curtis Will Self Paul Tarran Chris Banks Chris Macdonald Bill Rattray Jules Hydleman