SLIDE 1
Success breeds complacency. Complacency breeds failure. Only the - - PowerPoint PPT Presentation
Success breeds complacency. Complacency breeds failure. Only the - - PowerPoint PPT Presentation
Success breeds complacency. Complacency breeds failure. Only the paranoid survive. Andy Grove, former Intel CEO Success breeds complacency. Complacency breeds failure. Only the paranoid survive. Andy Grove, former Intel CEO Success breeds
SLIDE 2
SLIDE 3
Success breeds complacency. Complacency breeds failure. Only the paranoid survive.
Andy Grove, former Intel CEO
SLIDE 4
Success breeds complacency. Complacency breeds failure. Only the paranoid survive.
Andy Grove, former Intel CEO
SLIDE 5
Success breeds complacency. Complacency breeds failure. Only the paranoid survive.
Andy Grove, former Intel CEO
SLIDE 6
Success breeds complacency. Complacency breeds failure. Only the paranoid survive.
Andy Grove, former Intel CEO
81%
46%
9% 2007 2012 2017
SLIDE 7
Success breeds complacency. Complacency breeds failure. Only the paranoid survive.
Andy Grove, former Intel CEO
81%
46%
9% 2007 2012 2017
SLIDE 8
SLIDE 9
Mike Seddon
Managing director, Grayside Financial Chairman of the Nucleus advisory board
SLIDE 10
Mike Seddon
Managing director, Grayside Financial Chairman of the Nucleus advisory board
SLIDE 11
Mike Seddon
Managing director, Grayside Financial Chairman of the Nucleus advisory board
SLIDE 12
charity 2018 Mike Seddon
Managing director, Grayside Financial Chairman of the Nucleus advisory board
SLIDE 13
charity 2018 Mike Seddon
Managing director, Grayside Financial Chairman of the Nucleus advisory board
Nucleus Nucleus2018 #nucleus2018
SLIDE 14
advisory board
charity 2018 Mike Seddon
Managing director, Grayside Financial Chairman of the Nucleus advisory board
Nucleus Nucleus2018 #nucleus2018
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advisory board
charity 2018 Mike Seddon
Managing director, Grayside Financial Chairman of the Nucleus advisory board
Nucleus Nucleus2018 #nucleus2018
SLIDE 16
advisory board
charity 2018 Mike Seddon
Managing director, Grayside Financial Chairman of the Nucleus advisory board
Nucleus Nucleus2018 #nucleus2018
elections 2018
SLIDE 17
advisory board
charity 2018 Mike Seddon
Managing director, Grayside Financial Chairman of the Nucleus advisory board
Nucleus Nucleus2018 #nucleus2018
why you should put yourself forward?
elections 2018
SLIDE 18
advisory board
charity 2018 platform development group Mike Seddon
Managing director, Grayside Financial Chairman of the Nucleus advisory board
Nucleus Nucleus2018 #nucleus2018
why you should put yourself forward?
elections 2018
SLIDE 19
advisory board
charity 2018 platform development group Mike Seddon
Managing director, Grayside Financial Chairman of the Nucleus advisory board
Nucleus Nucleus2018 #nucleus2018
why you should put yourself forward?
elections 2018
John Simpson
Director, Smith & Pinching
SLIDE 20
welcome advisory board
charity 2018 platform development group Mike Seddon
Managing director, Grayside Financial Chairman of the Nucleus advisory board
Nucleus Nucleus2018 #nucleus2018
why you should put yourself forward?
elections 2018
John Simpson
Director, Smith & Pinching
SLIDE 21
welcome advisory board
charity 2018 platform development group Mike Seddon
Managing director, Grayside Financial Chairman of the Nucleus advisory board
Nucleus Nucleus2018 #nucleus2018
why you should put yourself forward?
elections 2018
disruption 2018
John Simpson
Director, Smith & Pinching
SLIDE 22
welcome advisory board today
charity 2018 platform development group Mike Seddon
Managing director, Grayside Financial Chairman of the Nucleus advisory board
Nucleus Nucleus2018 #nucleus2018
why you should put yourself forward?
elections 2018
disruption 2018
John Simpson
Director, Smith & Pinching
SLIDE 23
SLIDE 24
profitability
SLIDE 25
profitability balance sheet
SLIDE 26
profitability balance sheet solvency position
SLIDE 27
profitability balance sheet solvency position valuation
SLIDE 28
profitability balance sheet solvency position valuation
valuation balance sheet solvency position profitability
SLIDE 29
profit 2017 profitability balance sheet solvency position valuation
valuation balance sheet solvency position profitability
SLIDE 30
profit 2017
SLIDE 31
profit 2017
AUA
2016
+22%
£11.4bn
2017
£13.9bn
SLIDE 32
profit 2017
AUA
2016
+22%
£11.4bn
2017
£13.9bn
inflows gross
2016
+41%
£1.9bn
2017
£2.6bn
SLIDE 33
profit 2017
AUA
2016
+22%
£11.4bn
2017
£13.9bn
inflows gross
2016
+41%
£1.9bn
2017
£2.6bn
net
2016
+72%
£1bn
2017
£1.7bn
SLIDE 34
profit 2017
AUA
2016
+22%
£11.4bn
2017
£13.9bn
inflows gross
2016
+41%
£1.9bn
2017
£2.6bn
net
2016
+72%
£1bn
2017
£1.7bn
revenue
2016
+21%
£33.4m
2017
£40.4m
SLIDE 35
profit 2017
AUA
2016
+22%
£11.4bn
2017
£13.9bn
inflows gross
2016
+41%
£1.9bn
2017
£2.6bn
net
2016
+72%
£1bn
2017
£1.7bn
revenue
2016
+21%
£33.4m
2017
£40.4m
margin
2017
33.5bp 32.6bp
2016
SLIDE 36
valuation balance sheet solvency position profitablility AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
SLIDE 37
valuation balance sheet solvency position profitablility
scale
AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
SLIDE 38
valuation balance sheet solvency position profitablility
scale
technology change
AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
SLIDE 39
valuation balance sheet solvency position profitablility
scale
technology change
AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
technology investment a competitive advantage
SLIDE 40
valuation balance sheet solvency position profitablility
scale
technology change
AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
2016
£5m
2017
£6m+
profit technology investment a competitive advantage
SLIDE 41
- 3500
- 1750
1750 3500 5250 7000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
excludes
- ne-off £1.2m
payment
valuation balance sheet solvency position profitablility
scale
technology change
AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
2016
£5m
2017
£6m+
profit technology investment a competitive advantage
SLIDE 42
- 3500
- 1750
1750 3500 5250 7000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
excludes
- ne-off £1.2m
payment
valuation balance sheet solvency position profitablility
scale
technology change
AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
2016
£5m
2017
£6m+
profit profit target
- n
£25bn 10bp
technology investment a competitive advantage
SLIDE 43
- 3500
- 1750
1750 3500 5250 7000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
excludes
- ne-off £1.2m
payment
valuation balance sheet solvency position profitablility
scale
technology change
balance sheet
AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
2016
£5m
2017
£6m+
profit profit target
- n
£25bn 10bp
technology investment a competitive advantage
SLIDE 44
- 3500
- 1750
1750 3500 5250 7000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
excludes
- ne-off £1.2m
payment
valuation balance sheet solvency position profitablility
scale
technology change
balance sheet
capital mix matrix
Equity
2016 (£m) 2017 (£m)
16.2 16.3
Preference shares Debt
AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
2016
£5m
2017
£6m+
profit profit target
- n
£25bn 10bp
technology investment a competitive advantage
SLIDE 45
- 3500
- 1750
1750 3500 5250 7000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
excludes
- ne-off £1.2m
payment
valuation balance sheet solvency position profitablility
scale
technology change
balance sheet
capital mix matrix
Equity
2016 (£m) 2017 (£m)
16.2 16.3
Preference shares Debt
AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
2016
£5m
2017
£6m+
profit profit target
- n
£25bn 10bp
Cash, fixed assets,
- ther working capital matrix
Cash
2016 (£m) 2017 (£m)
15 18.4
Intangible assets Capitalised software costs Fixed assets
0.6 1.8
Other working capital
0.6
- 3.9
technology investment a competitive advantage
SLIDE 46
- 3500
- 1750
1750 3500 5250 7000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
excludes
- ne-off £1.2m
payment
valuation balance sheet solvency position profitablility
scale
technology change
balance sheet capital and solvency
capital mix matrix
Equity
2016 (£m) 2017 (£m)
16.2 16.3
Preference shares Debt
AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
2016
£5m
2017
£6m+
profit profit target
- n
£25bn 10bp
Cash, fixed assets,
- ther working capital matrix
Cash
2016 (£m) 2017 (£m)
15 18.4
Intangible assets Capitalised software costs Fixed assets
0.6 1.8
Other working capital
0.6
- 3.9
technology investment a competitive advantage
SLIDE 47
- 3500
- 1750
1750 3500 5250 7000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
excludes
- ne-off £1.2m
payment
valuation balance sheet solvency position profitablility
scale
technology change
balance sheet capital and solvency
capital mix matrix
Equity
2016 (£m) 2017 (£m)
16.2 16.3
Preference shares Debt
AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
2016
£5m
2017
£6m+
profit profit target
- n
£25bn 10bp
capital and solvency
Capital
2016(£m) 2017(£m)
16.2 16.3*
Capital requirement
4.7 6.9
Capital cover
344% 236%
*after payment of £4.9m dividend
Cash, fixed assets,
- ther working capital matrix
Cash
2016 (£m) 2017 (£m)
15 18.4
Intangible assets Capitalised software costs Fixed assets
0.6 1.8
Other working capital
0.6
- 3.9
technology investment a competitive advantage
SLIDE 48
- 3500
- 1750
1750 3500 5250 7000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
excludes
- ne-off £1.2m
payment
valuation balance sheet solvency position profitablility
scale
technology change
balance sheet capital and solvency
capital mix matrix
Equity
2016 (£m) 2017 (£m)
16.2 16.3
Preference shares Debt
AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
2016
£5m
2017
£6m+
profit profit target
- n
£25bn 10bp
capital and solvency
Capital
2016(£m) 2017(£m)
16.2 16.3*
Capital requirement
4.7 6.9
Capital cover
344% 236%
*after payment of £4.9m dividend
2016 2017
£0m £4.9m
dividend
Cash, fixed assets,
- ther working capital matrix
Cash
2016 (£m) 2017 (£m)
15 18.4
Intangible assets Capitalised software costs Fixed assets
0.6 1.8
Other working capital
0.6
- 3.9
technology investment a competitive advantage
SLIDE 49
- 3500
- 1750
1750 3500 5250 7000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
excludes
- ne-off £1.2m
payment
valuation balance sheet solvency position profitablility
scale
technology change
balance sheet capital and solvency
capital mix matrix
Equity
2016 (£m) 2017 (£m)
16.2 16.3
Preference shares Debt
AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
2016
£5m
2017
£6m+
profit profit target
- n
£25bn 10bp
capital and solvency
Capital
2016(£m) 2017(£m)
16.2 16.3*
Capital requirement
4.7 6.9
Capital cover
344% 236%
*after payment of £4.9m dividend
2016 2017
£0m £4.9m
dividend
solvency investment efficiency
Cash, fixed assets,
- ther working capital matrix
Cash
2016 (£m) 2017 (£m)
15 18.4
Intangible assets Capitalised software costs Fixed assets
0.6 1.8
Other working capital
0.6
- 3.9
technology investment a competitive advantage
SLIDE 50
- 3500
- 1750
1750 3500 5250 7000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
excludes
- ne-off £1.2m
payment
valuation balance sheet solvency position profitablility
scale
technology change
balance sheet capital and solvency
capital mix matrix
Equity
2016 (£m) 2017 (£m)
16.2 16.3
Preference shares Debt
valuation
AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
2016
£5m
2017
£6m+
profit profit target
- n
£25bn 10bp
capital and solvency
Capital
2016(£m) 2017(£m)
16.2 16.3*
Capital requirement
4.7 6.9
Capital cover
344% 236%
*after payment of £4.9m dividend
2016 2017
£0m £4.9m
dividend
solvency investment efficiency
Cash, fixed assets,
- ther working capital matrix
Cash
2016 (£m) 2017 (£m)
15 18.4
Intangible assets Capitalised software costs Fixed assets
0.6 1.8
Other working capital
0.6
- 3.9
technology investment a competitive advantage
SLIDE 51
- 3500
- 1750
1750 3500 5250 7000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
excludes
- ne-off £1.2m
payment
valuation balance sheet solvency position profitablility
scale
technology change
balance sheet capital and solvency
capital mix matrix
Equity
2016 (£m) 2017 (£m)
16.2 16.3
Preference shares Debt
valuation
1 2 3 4 5 6 7 8 9 10 11
AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
2016
£5m
2017
£6m+
profit profit target
- n
£25bn 10bp
capital and solvency
Capital
2016(£m) 2017(£m)
16.2 16.3*
Capital requirement
4.7 6.9
Capital cover
344% 236%
*after payment of £4.9m dividend
2016 2017
£0m £4.9m
dividend
solvency investment efficiency
Cash, fixed assets,
- ther working capital matrix
Cash
2016 (£m) 2017 (£m)
15 18.4
Intangible assets Capitalised software costs Fixed assets
0.6 1.8
Other working capital
0.6
- 3.9
technology investment a competitive advantage
SLIDE 52
- 3500
- 1750
1750 3500 5250 7000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
excludes
- ne-off £1.2m
payment
valuation balance sheet solvency position profitablility
scale
technology change
balance sheet capital and solvency
capital mix matrix
Equity
2016 (£m) 2017 (£m)
16.2 16.3
Preference shares Debt
valuation
1 2 3 4 5 6 7 8 9 10 11
AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
2016
£5m
2017
£6m+
profit profit target
- n
£25bn 10bp
capital and solvency
Capital
2016(£m) 2017(£m)
16.2 16.3*
Capital requirement
4.7 6.9
Capital cover
344% 236%
*after payment of £4.9m dividend
2016 2017
£0m £4.9m
dividend
20%
solvency investment efficiency
Cash, fixed assets,
- ther working capital matrix
Cash
2016 (£m) 2017 (£m)
15 18.4
Intangible assets Capitalised software costs Fixed assets
0.6 1.8
Other working capital
0.6
- 3.9
technology investment a competitive advantage
SLIDE 53
- 3500
- 1750
1750 3500 5250 7000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
excludes
- ne-off £1.2m
payment
valuation balance sheet solvency position profitablility
scale
technology change
balance sheet capital and solvency
capital mix matrix
Equity
2016 (£m) 2017 (£m)
16.2 16.3
Preference shares Debt
valuation
1 2 3 4 5 6 7 8 9 10 11
AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
2016
£5m
2017
£6m+
profit profit target
- n
£25bn 10bp
capital and solvency
Capital
2016(£m) 2017(£m)
16.2 16.3*
Capital requirement
4.7 6.9
Capital cover
344% 236%
*after payment of £4.9m dividend
2016 2017
£0m £4.9m
dividend
20% 17%
solvency investment efficiency
Cash, fixed assets,
- ther working capital matrix
Cash
2016 (£m) 2017 (£m)
15 18.4
Intangible assets Capitalised software costs Fixed assets
0.6 1.8
Other working capital
0.6
- 3.9
technology investment a competitive advantage
SLIDE 54
- 3500
- 1750
1750 3500 5250 7000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
excludes
- ne-off £1.2m
payment
valuation balance sheet solvency position profitablility
scale
technology change
balance sheet capital and solvency
capital mix matrix
Equity
2016 (£m) 2017 (£m)
16.2 16.3
Preference shares Debt
valuation
1 2 3 4 5 6 7 8 9 10 11
AUA
+22%
inflows
+41%
net
+72%
gross revenue
+21%
2016
£5m
2017
£6m+
profit profit target
- n
£25bn 10bp
capital and solvency
Capital
2016(£m) 2017(£m)
16.2 16.3*
Capital requirement
4.7 6.9
Capital cover
344% 236%
*after payment of £4.9m dividend
2016 2017
£0m £4.9m
dividend
20% 17%
solvency investment efficiency
Cash, fixed assets,
- ther working capital matrix
Cash
2016 (£m) 2017 (£m)
15 18.4
Intangible assets Capitalised software costs Fixed assets
0.6 1.8
Other working capital
0.6
- 3.9
technology investment a competitive advantage
SLIDE 55
SLIDE 56
find (and keep) the best people and help make them become truly brilliant through remarkable leadership.
SLIDE 57
find (and keep) the best people and help make them become truly brilliant through remarkable leadership.
SLIDE 58
find (and keep) the best people and help make them become truly brilliant through remarkable leadership.
SLIDE 59
find (and keep) the best people and help make them become truly brilliant through remarkable leadership. To win in the marketplace, you must first win in the workplace.
Doug Conant, former CEO Campbell’s Soup
SLIDE 60
SLIDE 61
SLIDE 62
SLIDE 63
SLIDE 64
“What if you train people and they leave? What if you don’t and they stay?”
SLIDE 65
- utcomes
value creation capacity building financial impact “What if you train people and they leave? What if you don’t and they stay?”
SLIDE 66
find (and keep) the best people and help make them become truly brilliant through remarkable leadership. To win in the marketplace, you must first win in the workplace.
Doug Conant, former CEO Campbell’s Soup
value capacity financial
SLIDE 67
find (and keep) the best people and help make them become truly brilliant through remarkable leadership. To win in the marketplace, you must first win in the workplace.
Doug Conant, former CEO Campbell’s Soup
value capacity financial
SLIDE 68
find (and keep) the best people and help make them become truly brilliant through remarkable leadership. To win in the marketplace, you must first win in the workplace.
Doug Conant, former CEO Campbell’s Soup
value capacity financial Ross Senior platform analyst Ross Thomson Six years at Nucleus, enjoys music festivals (and beer)
SLIDE 69
find (and keep) the best people and help make them become truly brilliant through remarkable leadership. To win in the marketplace, you must first win in the workplace.
Doug Conant, former CEO Campbell’s Soup
value capacity financial Ross
SLIDE 70
find (and keep) the best people and help make them become truly brilliant through remarkable leadership. To win in the marketplace, you must first win in the workplace.
Doug Conant, former CEO Campbell’s Soup
value capacity financial Leanne Ross Business analyst Leanne Mckenzie One and a half years at Nucleus, loves outdoor adventure
SLIDE 71
find (and keep) the best people and help make them become truly brilliant through remarkable leadership. To win in the marketplace, you must first win in the workplace.
Doug Conant, former CEO Campbell’s Soup
value capacity financial Leanne Ross
SLIDE 72
find (and keep) the best people and help make them become truly brilliant through remarkable leadership. To win in the marketplace, you must first win in the workplace.
Doug Conant, former CEO Campbell’s Soup
value capacity financial Leanne Ross
SLIDE 73
find (and keep) the best people and help make them become truly brilliant through remarkable leadership. To win in the marketplace, you must first win in the workplace.
Doug Conant, former CEO Campbell’s Soup
value capacity financial Leanne Ross Ellen People and development coordinator Ellen Norrie Two years at Nucleus, 10 years in the Fleet Air Arm - Royal Navy
SLIDE 74
find (and keep) the best people and help make them become truly brilliant through remarkable leadership. To win in the marketplace, you must first win in the workplace.
Doug Conant, former CEO Campbell’s Soup
value capacity financial Leanne Ross Ellen
SLIDE 75
find (and keep) the best people and help make them become truly brilliant through remarkable leadership. To win in the marketplace, you must first win in the workplace.
Doug Conant, former CEO Campbell’s Soup
value capacity financial
1/3 of hires were referrals
£250k
Leanne Ross Ellen
SLIDE 76
find (and keep) the best people and help make them become truly brilliant through remarkable leadership. To win in the marketplace, you must first win in the workplace.
Doug Conant, former CEO Campbell’s Soup
value capacity financial
1/3 of hires were referrals
£250k
Leanne Katie Ross Ellen Account manager Katie Barton Two years at Nucleus, likes hanging out with Eddie Izzard
SLIDE 77
find (and keep) the best people and help make them become truly brilliant through remarkable leadership. To win in the marketplace, you must first win in the workplace.
Doug Conant, former CEO Campbell’s Soup
value capacity financial
1/3 of hires were referrals
£250k
Leanne Katie Ross Ellen
SLIDE 78
find (and keep) the best people and help make them become truly brilliant through remarkable leadership. To win in the marketplace, you must first win in the workplace.
Doug Conant, former CEO Campbell’s Soup
value capacity financial
1/3 of hires were referrals
£250k
“Do not tolerate brilliant jerks. The cost to teamwork is too high”
Reed Hastings, CEO Netfix
Leanne Katie Ross Ellen
SLIDE 79
find (and keep) the best people and help make them become truly brilliant through remarkable leadership. To win in the marketplace, you must first win in the workplace.
Doug Conant, former CEO Campbell’s Soup
value capacity financial
1/3 of hires were referrals
£250k
“Do not tolerate brilliant jerks. The cost to teamwork is too high”
Reed Hastings, CEO Netfix
job seekers in the market place culture ahead of compensation
90%
Leanne Katie Ross Ellen
SLIDE 80
find (and keep) the best people and help make them become truly brilliant through remarkable leadership. To win in the marketplace, you must first win in the workplace.
Doug Conant, former CEO Campbell’s Soup
value capacity financial
1/3 of hires were referrals
£250k
“Do not tolerate brilliant jerks. The cost to teamwork is too high”
Reed Hastings, CEO Netfix
job seekers in the market place culture ahead of compensation
90%
Leanne Katie Ross Ellen Nucleus people EX = doubling down on being human
SLIDE 81
SLIDE 82
SLIDE 83
SLIDE 84
SLIDE 85
SLIDE 86
SLIDE 87
0% 13% 27% 40%
Regulation Business growth Recruitment Costs Economics / market
2018 2017 2016
In business terms what is your main concern
- r challenge over the next year?
SLIDE 88
SLIDE 89
SLIDE 90
0% 17% 33% 50%
The need for financial planning services Pension transfers / advice Building / Improving business The advice gap Investment solutions /
- pportunities
2018 2017 2016
What do you see as the main
- pportunity over the next year?
SLIDE 91
SLIDE 92
key numbers from 2017
SLIDE 93
new firms in 2017 key numbers from 2017
SLIDE 94
new firms in 2017 key numbers from 2017
gross inflows
£2.6bn
new clients 11,387 from new clients £1.6bn
existing clients
29,570 £1bn
average size
£145k
20%
SLIDE 95
gross inflows
£2.6bn
average size
+20%
new clients from new clients
11,387 £1.6bn
top-ups from existing
£1bn
SLIDE 96
new firms in 2017
gross inflows
£2.6bn
average size
+20%
new clients from new clients
11,387 £1.6bn
top-ups from existing
£1bn
SLIDE 97
new firms in 2017
SLIDE 98
new firms in 2017
SLIDE 99
gross inflows
£2.6bn
average size
+20%
new clients from new clients
11,387 £1.6bn
top-ups from existing
£1bn
SLIDE 100
capacity building
gross inflows
£2.6bn
average size
+20%
new clients from new clients
11,387 £1.6bn
top-ups from existing
£1bn
SLIDE 101
capacity building
gross inflows
£2.6bn
average size
+20%
new clients from new clients
11,387 £1.6bn
top-ups from existing
£1bn
SLIDE 102
SLIDE 103
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SLIDE 104
capacity building
gross inflows
£2.6bn
average size
+20%
new clients from new clients
11,387 £1.6bn
top-ups from existing
£1bn
SLIDE 105
capacity building
gross inflows
£2.6bn
average size
+20%
new clients from new clients
11,387 £1.6bn
top-ups from existing
£1bn
SLIDE 106
capacity building
gross inflows
£2.6bn
average size
+20%
new clients from new clients
11,387 £1.6bn
top-ups from existing
£1bn
SLIDE 107
capacity building
gross inflows
£2.6bn
average size
+20%
new clients from new clients
11,387 £1.6bn
top-ups from existing
£1bn
SLIDE 108
SLIDE 109
Sonata 5.11
SLIDE 110
Sonata 5.11 Sonata 5.11
“The platform has been a joy to use since the technology upgrade!”
Paul Roper Accord Financial Management
SLIDE 111
Sonata 5.11 MiFID II Sonata 5.11
“The platform has been a joy to use since the technology upgrade!”
Paul Roper Accord Financial Management
SLIDE 112
Sonata 5.11 MiFID II MiFID II
“@nucleuswrap 1 of our 6 platforms leading the platform market with a superb MiFID2 10% drop report”
Filip Slipaczek
Sonata 5.11
“The platform has been a joy to use since the technology upgrade!”
Paul Roper Accord Financial Management
SLIDE 113
Sonata 5.11 MiFID II MiFID II
“@nucleuswrap 1 of our 6 platforms leading the platform market with a superb MiFID2 10% drop report”
Filip Slipaczek
Sonata 5.11
“The platform has been a joy to use since the technology upgrade!”
Paul Roper Accord Financial Management
“a very good addition to the platform tools”
Matthew Dobson Equilibrium
SLIDE 114
Sonata 5.11 MiFID II MiFID II
“@nucleuswrap 1 of our 6 platforms leading the platform market with a superb MiFID2 10% drop report”
Filip Slipaczek
Sonata 5.11
“The platform has been a joy to use since the technology upgrade!”
Paul Roper Accord Financial Management
“a very good addition to the platform tools”
Matthew Dobson Equilibrium
SLIDE 115
Sonata 5.11 MiFID II MiFID II
“@nucleuswrap 1 of our 6 platforms leading the platform market with a superb MiFID2 10% drop report”
Filip Slipaczek
Sonata 5.11
“The platform has been a joy to use since the technology upgrade!”
Paul Roper Accord Financial Management
“a very good addition to the platform tools”
Matthew Dobson Equilibrium
SLIDE 116
Sonata 5.11 MiFID II MiFID II
“@nucleuswrap 1 of our 6 platforms leading the platform market with a superb MiFID2 10% drop report”
Filip Slipaczek
the team Sonata 5.11
“The platform has been a joy to use since the technology upgrade!”
Paul Roper Accord Financial Management
“a very good addition to the platform tools”
Matthew Dobson Equilibrium
SLIDE 117
Sonata 5.11 MiFID II MiFID II
“@nucleuswrap 1 of our 6 platforms leading the platform market with a superb MiFID2 10% drop report”
Filip Slipaczek
the team What will we be able to achieve now? pensions client portal more tools Sonata 5.11
“The platform has been a joy to use since the technology upgrade!”
Paul Roper Accord Financial Management
“a very good addition to the platform tools”
Matthew Dobson Equilibrium
SLIDE 118
Sonata 5.11 MiFID II MiFID II
“@nucleuswrap 1 of our 6 platforms leading the platform market with a superb MiFID2 10% drop report”
Filip Slipaczek
the team What will we be able to achieve now? pensions client portal more tools the future choice transparency efficiency Sonata 5.11
“The platform has been a joy to use since the technology upgrade!”
Paul Roper Accord Financial Management
“a very good addition to the platform tools”
Matthew Dobson Equilibrium
SLIDE 119
SLIDE 120
MiFIDII
SLIDE 121
MiFID II
SLIDE 122
MiFID II
LEI
SLIDE 123
MiFID II
LEI blocked trade
SLIDE 124
MiFID II
LEI blocked trade 10% drop
SLIDE 125
MiFID II
LEI blocked trade 10% drop DFM FCA
platform
transmission service transaction reporting
SLIDE 126
MiFID II
LEI blocked trade 10% drop DFM FCA
platform
transmission service transaction reporting
illustrations costs and charges
SLIDE 127
MiFIDII
SLIDE 128
MiFIDII
client portal
SLIDE 129
MiFIDII
client portal narrate journey
Prototype developed Jan – March 2015 Gross/Net fees March 2016 User testing April – May 2015 Official launch at strategy event 2016 Feb 2016 Beta launch Sep 2015 Templates, fixed benchmarks, adviser branding Nov 2016 MSCI benchmarks Jan 2016 Coversheet, styling, discrete/ annualised performance Jan 2016 CPI/RPI benchmarks added July 2017 ARC benchmarks and compounded fixed benchmarks June 2017 Holdings June 2016 Portfolio breakdown Dec 2016 Linked accounts and top 10 underlying holdings and stock overlap Oct/Nov 2016 Valuation v’s money in/money out, money in/money out (transaction breakdown) May 2016 MS and IA benchmarks and combined view only feature added April 2017 SLIDE 130
MiFIDII
client portal narrate journey
Prototype developed Jan – March 2015 Gross/Net fees March 2016 User testing April – May 2015 Official launch at strategy event 2016 Feb 2016 Beta launch Sep 2015 Templates, fixed benchmarks, adviser branding Nov 2016 MSCI benchmarks Jan 2016 Coversheet, styling, discrete/ annualised performance Jan 2016 CPI/RPI benchmarks added July 2017 ARC benchmarks and compounded fixed benchmarks June 2017 Holdings June 2016 Portfolio breakdown Dec 2016 Linked accounts and top 10 underlying holdings and stock overlap Oct/Nov 2016 Valuation v’s money in/money out, money in/money out (transaction breakdown) May 2016 MS and IA benchmarks and combined view only feature added April 2017 SLIDE 131
narrate cg
SLIDE 132
thank you to...
narrate cg
SLIDE 133
thank you to...
narrate cg
landing page
SLIDE 134
thank you to...
narrate cg
landing page asset detail
SLIDE 135
thank you to...
narrate cg
landing page asset detail expanded detail
SLIDE 136
thank you to...
narrate cg
landing page capital gains journey
? ?
research beta launch prototype developed alpha testing prototype user testing
asset detail expanded detail
SLIDE 137
MiFIDII
client portal narrate journey
Prototype developed Jan – March 2015 Gross/Net fees March 2016 User testing April – May 2015 Official launch at strategy event 2016 Feb 2016 Beta launch Sep 2015 Templates, fixed benchmarks, adviser branding Nov 2016 MSCI benchmarks Jan 2016 Coversheet, styling, discrete/ annualised performance Jan 2016 CPI/RPI benchmarks added July 2017 ARC benchmarks and compounded fixed benchmarks June 2017 Holdings June 2016 Portfolio breakdown Dec 2016 Linked accounts and top 10 underlying holdings and stock overlap Oct/Nov 2016 Valuation v’s money in/money out, money in/money out (transaction breakdown) May 2016 MS and IA benchmarks and combined view only feature added April 2017 SLIDE 138
MiFIDII
client portal junior Isa narrate journey
Prototype developed Jan – March 2015 Gross/Net fees March 2016 User testing April – May 2015 Official launch at strategy event 2016 Feb 2016 Beta launch Sep 2015 Templates, fixed benchmarks, adviser branding Nov 2016 MSCI benchmarks Jan 2016 Coversheet, styling, discrete/ annualised performance Jan 2016 CPI/RPI benchmarks added July 2017 ARC benchmarks and compounded fixed benchmarks June 2017 Holdings June 2016 Portfolio breakdown Dec 2016 Linked accounts and top 10 underlying holdings and stock overlap Oct/Nov 2016 Valuation v’s money in/money out, money in/money out (transaction breakdown) May 2016 MS and IA benchmarks and combined view only feature added April 2017 SLIDE 139
MiFIDII
client portal junior Isa phased drawdown narrate journey
Prototype developed Jan – March 2015 Gross/Net fees March 2016 User testing April – May 2015 Official launch at strategy event 2016 Feb 2016 Beta launch Sep 2015 Templates, fixed benchmarks, adviser branding Nov 2016 MSCI benchmarks Jan 2016 Coversheet, styling, discrete/ annualised performance Jan 2016 CPI/RPI benchmarks added July 2017 ARC benchmarks and compounded fixed benchmarks June 2017 Holdings June 2016 Portfolio breakdown Dec 2016 Linked accounts and top 10 underlying holdings and stock overlap Oct/Nov 2016 Valuation v’s money in/money out, money in/money out (transaction breakdown) May 2016 MS and IA benchmarks and combined view only feature added April 2017 SLIDE 140
MiFIDII
client portal junior Isa phased drawdown integrated messaging narrate journey
Prototype developed Jan – March 2015 Gross/Net fees March 2016 User testing April – May 2015 Official launch at strategy event 2016 Feb 2016 Beta launch Sep 2015 Templates, fixed benchmarks, adviser branding Nov 2016 MSCI benchmarks Jan 2016 Coversheet, styling, discrete/ annualised performance Jan 2016 CPI/RPI benchmarks added July 2017 ARC benchmarks and compounded fixed benchmarks June 2017 Holdings June 2016 Portfolio breakdown Dec 2016 Linked accounts and top 10 underlying holdings and stock overlap Oct/Nov 2016 Valuation v’s money in/money out, money in/money out (transaction breakdown) May 2016 MS and IA benchmarks and combined view only feature added April 2017 SLIDE 141
MiFIDII
client portal junior Isa phased drawdown integrated messaging paperless narrate journey
Prototype developed Jan – March 2015 Gross/Net fees March 2016 User testing April – May 2015 Official launch at strategy event 2016 Feb 2016 Beta launch Sep 2015 Templates, fixed benchmarks, adviser branding Nov 2016 MSCI benchmarks Jan 2016 Coversheet, styling, discrete/ annualised performance Jan 2016 CPI/RPI benchmarks added July 2017 ARC benchmarks and compounded fixed benchmarks June 2017 Holdings June 2016 Portfolio breakdown Dec 2016 Linked accounts and top 10 underlying holdings and stock overlap Oct/Nov 2016 Valuation v’s money in/money out, money in/money out (transaction breakdown) May 2016 MS and IA benchmarks and combined view only feature added April 2017 SLIDE 142
SLIDE 143
SLIDE 144
SLIDE 145
SLIDE 146