Hubbis will assemble an erudite and influential panel of private bank and IAM leaders on May 19th to discuss how they are adapting their business models to help produce more recurring and more predictable revenues, and to swing away from the vicissitudes of product-driven selling and to a more client-centric and also more stable businesses. While on the one hand the rise of the digital platforms and the major improvements in digital delivery and execution might be seen to favour the self-directed investment model, the rising volatility and global financial and geopolitical uncertainties are actually tailwinds for the advisory and DPM propositions, and wealth management leaders in the region point to robust traction amongst their clients for this more professionally-led private client investment model. Moreover, as the assets and/or control of Asia’s vast private wealth transitions to the second and third generations, there is evidence that these types of clients are more disposed to professionalising the management of their financial investments rather than maintaining the typical hands-on model preferred by the founder-patriarchs in the region.
In short, there is no doubt that one of the key missions for the private banks and independent wealth managers plying their trade in Asia has in recent years been to gradually shift their models from the historical norm of a more transactional-driven approach in the region to more of a DPM and advisory model.
Our panel of wealth management experts will therefore paint a picture of the rationale and objectives around enhancing the DPM offerings and will advise delegates on some of the lessons they have learned from their efforts to drive their DPM proposition forward. And they will analyse what needs to be done to scale the DPM proposition to a wider market, opening the doors to more private clients from the lower HNW and potentially even mass affluent markets.
To do so, these banks and the independent wealth community clearly need to reshape their models and also to leverage new technologies, AI, ML and of course build more talent. They need to improve their marketing and communication of DPM and advisory, to better explain why a fee-based, professionally run model is more in the clients’ interests. They will want to elucidate the role of DPM in facilitating the growing rationale for the core/satellite portfolio approach incorporating thematics and also different asset classes, including private (non-public) assets, and how this can help fast-track client’s adoption of ESG. And they will need to analyse how their remuneration and management models must adapt to an environment in which the RMs are helping drive DPM adoption, rather than the historical ‘product-pushing’ and ‘fees-for-transactions’ models.
A community of leading organisations within Asian Wealth Management
Senior figures in Asian Wealth Management are speaking at this event
CSOP Asset Management
Scaling DPM for Asian Wealth Management
- What products and solutions are added to the mix when creating DPM portfolios for clients?
- Given volatile and more uncertain markets in 2022 – how are active and passive fund managers supporting the Asian Wealth Management community with investment products that are relevant for the DPM proposition?
- How important is ESG, Sustainability and Climate in the construction of DPM mandates?
- What are the core reasons that Asia’s private clients should embrace the DPM proposition?
- Are Asia’s private clients gradually changing their mindsets to relinquish more control of their investments to the professional asset management community? If so, why and who is leading this trend?
- Which markets, for example, Switzerland, have really achieved high levels of DPM penetration, and can Asia emulate that model?
- What do the banks and IAMs need to do to boost the uptake of DPM?
- How can they scale DPM to reach out to a bigger market rather than the higher AUM clients alone?
- What evidence is there that DPM outperforms and therefore offers private clients the right proposition?
- How do the banks and other wealth firms adjust their management approach and remuneration packages to encourage RMs and advisors to promote more DPM amongst their clients?
- Who is winning the DPM race - the global private banks, the boutique and regional private banks, or the IAMs/EAMs?
Founder & Chief Executive Officer
Head of Insurance Brokerage
Hywin InternationalHarmen Overdijk
Chief Investment Officer
Leo WealthGareth Nicholson
CIO and Head Discretionary Portfolio Management
Head of Investment Advisory
Senior Vice President
CSOP Asset ManagementVineta Salale
Portfolio Strategist, Focused Equity
CSOP Asset Management