Our differentiation is our domain knowledge, our consulting frameworks and our dedication to complete customer satisfaction. In addition, our size and simple business model allows us to deliver value at competitive prices
Our mission is to help mid- to large US wealth and asset managers, and the service providers that support them, gain competitive differentiation through operating model transformation
Every wealth-reports team possesses years of professional and consulting experience. The composition of that team will depend on client needs but will likely will include both senior and staff-level consulting professionals working together but each with specialisms in a dedicated area e.g. organizational design, sales and distribution, portfolio construction and management, process re-engineering, IT technical and data services, project management, legal / DOL etc.
We are dedicated to our clients base and are proud that so many return to us for continued work. We are committed to their goals and work hard to earn their loyalty every day.
wealth-reports provides consulting services to wealth and asset managers and the service providers that support them. Our experts deliver insights and advice, and product, program and platform services to help our clients achieve competitive differentiation through operating model transformation.
Our consultants are industry-leading domain experts - senior business and technology professionals who understand the details of sales, financial planning, research and assembly, portfolio construction and investment management, compliance, brokerage and banking, and custody and reporting.
Our goal is to work with our clients to jointly identify and enable operating models that fulfill the needs of all stakeholders, including advisors and portfolio managers, end-clients, employees and business managers and owners.
Competitive dynamics and differentiation
Strategic product mix, operating model financials and profit optimization
Client, advisory and operational experience
Client relationship management
House-holding, segmentations, channel strategies
Product and program assessment and development
Open and closed architectures
Asset registration, location and allocation,
Investment selection and due diligence
Financial and goals planning
Investment and portfolio management
Trading, clearing and custody
Investment advisory platforms
Performance measurement and attribution
Fees, commissions and billing
Portfolio and trust accounting
Securities movement and control
Client, management and operational reporting
Compliance and surveillance
On average, wealth and asset managers allocate one third of their budgets to practice management, operations and IT. Yet, in many cases, those capabilities do not receive the attention they deserve and many operating models evolve piecemeal, without being explicitly anchored to the company’s vision or strategy. This approach limits not only middle- and back-office efficiency but also represents a significant drain on strategic agility and front-office productivity