Introducing McLagan Investment Services · 2017-02-03 · McLagan Proprietary & Confidential 7 Our unique view point brings differentiated solutions to our clients McLagan has a deep

Prepared by McLagan McLagan is a part of Aon Hewitt, a business unit of Aon plc.

Introducing McLagan Investment Services June, 2016

McLagan

Proprietary & Confidential 2

Introducing Mclagan Investment Services

What makes us different

The Aon advantage

Financial services expertise from McLagan

What we do

Data you can act on

Where the data comes from

We’re here to empower results

McLagan


What Makes Us Different

McLagan


Unparalleled solutions for Investment Services

Recruit the best people, put

them in the right jobs, and

ensure their pay and benefits

packages are competitive.

Control costs across the

business – people,

technology, suppliers,

premises, liquidity,

and capital.

Increase sales and

market share by

investing in the right

people, products and

locations.

Gain client insights into

how clients experience

your services and those

of your competitors.

McLagan Investment Services turns raw data into actionable information and business

intelligence for post-trade institutions. We help our clients connect sales, expenses,

headcount, compensation, and client data to gain insights empowering management to

make strategic business decisions. By integrating financial flows, business metrics,

information about human capital and client experience, our data helps customers

accurately identify where they are placed in the competitive landscape and how they might

drive improved business results.

McLagan


We are a trusted partner to our clients

Discretion

We maintain client confidentiality

and do not discuss client

engagements with other

organizations.

Honesty

We do not misrepresent facts, or allow

our independent judgment to be

compromised. We will never adjust our

findings in exchange for material or

other rewards.

Fairness

We compete fairly for

business in the

marketplace.

Integrity

Our clients trust us with highly

confidential information

because they know that we

operate within the highest

ethical and professional

standards and adhere to a

strict code of confidentiality.

McLagan


We provide unbiased facts and deliver insights to aid decision making

Every company believes it is the best in its industry.

Every manager is convinced that he or she is performing miracles with limited resources.

Every employee knows that they are overworked and underpaid.

Every salesperson says his or her clients are happy.

But these are opinions, not facts.

The successful company is the one that is interested in learning:

About what value their products and services are delivering in the marketplace.

About the returns to the company in terms of revenue and profits.

Whether their productivity and costs are higher or lower than those of their competitors.

How many people they employ and whether they are overpaid or underpaid.

What both happy and unhappy clients are saying.

McLagan Investment Services provides the objective facts and relative measurements

that give clear insights.

McLagan


Our unique view point brings differentiated solutions to our clients

McLagan has a deep history of involvement in the investment services industry providing services which

are based on rich data sets and deep knowledge of how the various parts of the industry operate and

inter-act. Our clients trust us with this confidential information because they know we operate to the

highest standards of data security.

By working with service

providers on the issues that

matter to buyers of investment

services, we help our clients

solve service problems, identify

areas in need of investment,

distinguish between happy and

unhappy customers, and

reinforce competitive

differentiators.

Our integrated approach to data begins

with the client experience. Our

experienced consultants understand how

investment services firms operate to

produce a three dimensional picture of

what is going well and what needs

investment or improvement.

Revenues in the investment services

industry are under pressure and firms

are cutting costs. In an industry where

people account for three out of five

dollars of cost, firms are forced to

embark on the riskiest strategy of all:

losing people. We help our clients

focus in on areas of under-

performance, and maintain the

confidence of clients and staff

throughout the period of change.

We integrate

soft data with

hard facts

about the

industry

We

understand

how clients

experience the

services

Trusted

Partner

Focused

expertise on

Investment

Services

We help our

clients make

informed

decisions

McLagan


Customers:

What are our customers buying from us?

What do our customers think of what they are buying from us?

Competitors:

What are their customers buying from them?

What do their customers think of what they are buying from them?

Employees:

How do we find talented people, motivate them, and prevent them from leaving?

How do we persuade them to do more of what is working and less of what is not?

Revenues:

Where will our revenues come from, now and in the future?

Where will our competitors’ revenues come from, now and in the future?

Costs:

How much are we spending to produce each dollar of revenue?

How much are our competitors spending to produce each dollar of revenue?

Locations:

Are we based in the right locations to deliver an excellent service at an affordable price?

Are our competitors operating from cheaper or better locations?

Business challenges we can address

McLagan


For network managers

For direct custody and clearing

banks (DCC)

Are we paying too much?

How do our costs and charging structures compare

(a) with our competitors; and

(b) against best-in-class network managers?

Do we have excess liquidity tied up in this market?

How could we allocate less capital to these risks?

Are we getting as good a deal as our sub-custodians

say we are?

Why is this service from this bank inferior to this

service from that bank?

Are our network managers better paid or worse paid

than their peers at other firms?

What do our peers think of the service provided by

members of our network?

Are we charging too little?

Are our costs and charging structures in line with

(a) our competitors; and

(b) best in class sub-custodians?

What are our competitive differentiators apart from price?

Could we cut costs but not quality by transferring to a

cheaper location?

Are our staff better trained, happier and more productive?

Why is our operation in one country inferior to its peers in

other countries?

Are our staff in this market paid more or less than their

equivalents at other firms?

What do the clients of our competitors think of the services

they receive?

Questions we can answer for network managers & DCC banks

McLagan


The Aon Advantage

McLagan


Market leading businesses focused on risk and people

Risk

Aon Risk

Solutions

Aon

Benfield

Aon plc

Empowering results for

clients on two of the most

important issues in

today’s global economy;

risk and people. Aon Hewitt

#1 Advisor on

Risk Solutions

#1 Provider of

HR Solutions #1 Benefits Administration

#1 HR Business Process Outsourcing

Leader in HR Consulting

Health & Benefits

Retirement & Investment

Talent, Rewards & Performance

Strategic Advisory

Talent,

Rewards &

Performance

McLagan

McLagan

Investment

services

McLagan


Our TRP Practice drives business performance through people performance

Performance

Human

Capital

Advisory and

People

Analytics

Assessment

and

Selection

We review 14 million

candidates a year.

Rewards

We benchmark over

25 million

incumbents a year.

Engagement

We survey over 10

million employees

a year.

We have a deep proprietary database of data and

outcomes that allows us to correlate engagement

action to outcomes. Our approach is flexible,

proactive, tech enabled, and action oriented.

We have over 50 years of

experience benchmarking and

designing pay plans for financial

services clients, with an extensive

history of providing fact based

advice, driving change, and

correlating performance and reward.

We combine proprietary

benchmarks and insights

with public data and

sentiment to help you

build a tangible human

capital strategy and HR

change roadmap that

aligns and supports the

business strategy to build

a tangible roadmap of

change for HR and the

business.

We help acquire and

motivate key talent

with an adaptive

assessment process

tailored for client

needs to identify

profiles more likely to

drive outperformance

and balance risk in

line with strategy.

We have robust benchmarks that

compare our clients to their peers in

terms of service quality and identify

opportunities to invest or increase

efficiency. We have the ability to align

people and strategy by correlating

performance with costs, pay and staff

engagement.

Client

Experience

We have robust benchmarks that

compare clients to peers in terms of

expense and loss ratios and identify

areas of opportunity for efficiencies.

We have the ability to correlate

Performance and Reward to align

reward strategy with pay.

McLagan


Financial Services Expertise From McLagan

McLagan


McLagan Investment Services

McLagan Investment Services is a

newly formed venture between

McLagan, a firm which has more than

50 years provided compensation

consulting, operational benchmarking

and best practice research across the

financial services industry and

Dominic Hobson, whose experience

of the investment services industry

extends to nearly 30 years.

Our joint venture combines the Talent,

Rewards & Performance data &

consulting services of McLagan with

the Customer Experience expertise of

Dominic Hobson.

What we seek Every bank, investment bank, fund administrator and

financial market infrastructure owns a vast amount of hard data. This

covers expenses, revenue, headcount, and compensation, customer

types, and payables and receivables. Together, this represents a

massive repository of data, which we will normalise to ensure an

apples-to-apples view is created to benchmark every organisation we

work with against similar data from comparable organisations. Our

mission is to gather the raw data of the investment services industry

as a whole and turn it into actionable management information and

business intelligence for individual firms.

Who we are McLagan Investment Services is part of McLagan, the

leading global provider of talent, reward and performance analysis for

the financial services industry. We will focus our research on the

revenues, costs and client experience of providers of post-trade

services, including custodian, investment and transaction banks, fund

administrators, and financial market infrastructures such as central

securities depositories

What we will do We will collect financial information directly from the

general ledger and HR systems, covering expenses, staffing and

revenue along with HR compensation and job title information. We will

combine this information with client experience surveys to provide our

clients with an external, data-based reference point to measure

performance, aid strategic decision-making, and equip managers with

the objective information they need to make an investment in people

or systems, acquire or divest, or move the location of an operation.

McLagan


Talent

Employee

engagement

Leadership

Talent

assessment and

selection

Global benefits

Cloud solutions

With over 30 years of experience in employee research, we help our clients increase employee

engagement at every level by providing extensive analysis, reporting, and insights designed to help

employers influence the behaviour and performance of their employees. Our research on employee

engagement spans over 60 industries, more than 1,000 organisations, and draws on feedback gathered

from more than four million employees around the world.

Our leadership consulting practice helps clients identify, attract develop and coach high-potential talent,

from entry-level supervisors to boardroom executives. Our award-winning, web-based leadership

assessment methodology provides in-depth measurement of relevant skills and detailed developmental

results. Our leadership development workshops are rated three times more effective than others in the

industry.

We empower organisations to improve their financial performance by predicting the success of current

and potential employees. Assessments are a proven way to help predict on-the-job success. Our

extensive range of tests, technology and phone-based simulations and job-related assessments are

based on more than 30 years of research by an in-house team of PhD-level industrial psychologists.

Multinational companies face a constantly mutating set of HR challenges as they globalise and expand

their workforce in different jurisdictions around the world. The challenges include balancing the

increased complexity of managing employee compensation and benefits consistently in multiple

countries with the need to ensure that employee packages are appropriate to the needs and demands of

each location.

Employees are also consumers, and they are used to instantaneous access to information and services.

They have similar expectations of the HR and finance functions of the companies they work for. This is

putting HR and finance departments under pressure to provide online and mobile access to the services

they provide. Our team of 730 professionals is now working with more than 230 companies on cloud-

based solutions to this challenge.

Talent

Rewards

Performance

Experience

McLagan


Rewards

Reward and

policy practices

Executive

compensation

Market pay and

practices

Regulatory

environment

Staffing

headcount

studies

To remain competitive in the labour market, companies have to match best practice across incentive

plan structures, long-term incentive plans, severance terms, expatriate employee packages, graduate

starting pay, salary administration, and many other factors that impinge on employee morale. Our

benchmarks provide our clients with an objective perspective on their human capital management

practices to compare with those of their peers.

An increasingly complex regulatory environment, and in particular the distinction between fixed and

variable pay outlined in the fourth Capital Requirements Directive (CRD IV), is challenging the

remuneration practices of firms in the investment services industry. Our CRD IV Fixed Pay Study

explored role-based allowances (RBAs) and fixed salary levels from several perspectives, enabling firms

to benchmark their own practices against their peers.

We are the leading provider of executive compensation consulting services to financial services firms,

providing a full range of pay-related consulting services to support the remuneration strategies of our

clients. Our services include executive management and non-executive director (NED) compensation,

equity and long-term incentive plan design, advice on severance policies and executive benefits, and

support for compensation committees.

In financial services, people are the greatest asset and the largest expense. Our annual compensation

surveys allow our clients to measure their pay and practices relative to the market, enabling them to

recruit, engage and retain staff, and align their rewards with their business strategies. Our analysis also

helps firms understand the practices of their peers on benefits, deferred awards, salary budgets and

banding, and severance policy.

Our data and the accompanying analyses allow firms to review their staffing headcount in a number of

different ways. The metrics we provide include assessing the number of staff sitting in a specific

business unit or location, the mixture of grades and roles by comparison with peers, comparative

reduction-in-force (RIF) and staff turnover surveys, and detailed analyses of past and present headcount

by location and location type.

Talent

Rewards

Performance

Experience

McLagan


Performance

Position audit

Expense and

productivity

optimisation

Market share and

opportunities

Resource

allocation

Operational

efficiency

Our financial benchmarking tools enable firms to measure business performance across a number of

key performance indicators (KPIs), such as profit margins, costs per dollar of revenue, and specific

expenses. The tools provide an independent reference point to challenge or confirm internal

perceptions. Because the analysis is not replicable internally, it highlights areas of under- or over-

performance, and their impact, relative to competitors.

The margin squeeze means investment services firms need to raise productivity. This pressure to

produce more for less is felt in staffing. Managers need to understand whether employees are generating

more revenue than competitors, and whether costs – including pay-outs – are higher or lower than

competitors. Our data-led insights provide management with one of the tools they need to make the right

decisions in recruitment and reduction-in-force (RIF).

Revenue GPS, our quarterly survey of the performance of securities firms, provides users with an

independent assessment of their market and wallet share in equity trading, spreads and commissions.

The data enables firms to understand the competitive landscape and their position and performance

within it, and identifies opportunities to secure new business. It improves decision-making in account

management and resource allocation.

With both revenue and expenses under increasingly intense scrutiny, and the cost of the capital

consumed by every activity rising, how firms deploy their resources to identify the right opportunities and

increase sales is more important than ever. Our quarterly market share and revenue opportunity studies

help firms identify client and revenue opportunities, modify sales and support staff, measure gaps, and

monitor performance against targets.

Investment services firms have already made the obvious economies, through headcount reductions,

down-sizing and exits. The focus has now shifted to increasing the operational efficiency of the leaner

business groups, and especially their support functions. How lower cost locations are used, differences

in headcount and pay, and outsourcing models are all areas in which we assist firms to make informed

decisions based on peer group comparisons.

Talent

Rewards

Performance

Experience

McLagan


Client Experience

Annual survey of

client perceptions

of service quality

Annual self-

assessment by

service providers

Integration with

hard data about

costs and

performance

Detailed analysis

that informs

decision-making

Annual

publication of

headline results

of surveys

Every business that wants to excel needs an independent assessment of what its clients think of its

performance. Buyers also need an external benchmark to ensure they are obtaining a high level of

service on the best terms available. Our annual surveys of providers of investment services, using

sophisticated technology and questionnaires tailored to the purchasing profile of the client, aim to

deliver these benchmarks to providers and clients.

Managers need information that is not merely interesting, but actionable. By combining data on the

client experience with data on costs, revenues and employee engagement, our research reports not

only highlight areas of concern, but indicate how problems might be fixed. A report might lead, for

example, to a decision to pay existing people more, hire more or better qualified staff, invest in a new

system, or shift the location of an operation.

The management of an investment services firm is a complex activity. Success depends on obtaining,

co-ordinating and applying a variety of human and material resources on a global scale, in dynamic,

competitive and highly regulated markets in which multiple factors are uncontrollable. We provide an

annual opportunity for managers to assess their own performance against internal and external

expectations, and identify gaps between the two.

A client perception survey is exactly that: a snapshot of client attitudes at a particular point in time. For

our largest customers, by contrast, the client experience is merely the starting point of a detailed

investigation into the revenues, remuneration, non-staff costs and levels of employee engagement that

created that client experience. The result is a research report which integrates hard data with soft, and

so provides explanations as well as perceptions.

Surveys of the client experience have many benefits. Properly structured, and used wisely, they identify

unhappy clients which might otherwise be lost, identify areas where services fall short, highlight new

opportunities for growth, and help build relationships with existing and potential customers. But the

benefits also include marketing. This is why we will publish the headline results of every survey we

conduct, with accompanying texts, every year.

Talent

Rewards

Performance

Experience

McLagan


What We Do

McLagan


Integrated data makes for better-informed decisions

Use

Results

Staff engagement

Leadership

Training

Career planning

Retention & development

Reward & policy practices

Executive benchmarking

Market pay practices & trends

Regulatory alignment

Staffing headcount studies

Position audit

Productivity optimisation

Market share & opportunities

Resource allocation

Operational efficiency

Client perception & experience

Net promoter scores

Annual self-assessments

Marketing benefits

Hard data explains soft data

Experience

Talent

Performance

Rewards

McLagan


Integrated data helps firms address client questions and ambitions

Talent Reward Client

Experience Performance

Do we need to cut operating costs?

Are we right-sized for what we do? a a

a a a We want to challenge the top tier firms. a a a a Do we have the right staff to deliver an excellent service?

We want to move staff to a lower cost location.

a a

a a a a

a a

Are our best people getting what they deserve? a a

Data-led aids to decision-

making

McLagan


Data you can act on

McLagan


Integrated data leads to management action

A European bank saved nearly $200 million in

non-compensation costs after using our benchmark

data to drill down into areas of over-spending.

A second European bank perceived it had a bulge

at the director title in a specific business line which

made the business relatively expensive to operate.

The benchmark data not only confirmed this

perception, but measured the size of the variance to

the market and the financial impact. Over time, the

bank realigned its hierarchy to match the market

median through a mix of changed promotion

procedures and natural attrition.

An American bank wanted to expand its business in

a particular area. Our data illustrated how much the

bank would have to invest in people to close the

gap that had opened between its offering and that of

the leading firms.

Have our competitors

grown revenues or cut

costs in this line of

business faster than we

have?

Where are our costs

above those of our

competitors in this line of

business, where are they

below, and how much is

the difference worth to

them or us?

How does our

compensation bill divide

between sales,

operations and

administration?

Should we cut costs by

moving staff to lower

cost locations,

outsourcing, improving

the productivity of the

existing workforce, or by

investing in a new

system?

Are our revenues in this

line of business as large,

as our closest

competitors?

Are our operations

people right to claim that

they are under-staffed

by comparison with our

closest competitors?

Financial, operational

and strategic benefits

McLagan


Integrated data is not just nice-to-know: it is a guide-to-action

Is my corporate actions

function too expensive?

If so, why? Is headcount too

high? Is the mix of staff

unhelpful? Are they based

in a high cost location? Are

they inadequately trained,

or poorly compensated, or

suffering from low morale?

Is the real issue nothing to

do with compensation at

all?

Review pay for corporate

actions staff, and the tiers. Are

there more senior staff

members on higher rates of

pay? Do their peers at other

firms do an equally good job

from lower cost locations?

Review costs on an

absolute and per capita

basis and by location – and

compare the results with the

competition. The costs can

also be scaled against

revenue for a relative view.

HR Data

Corporate

Actions

Function

Client

Experience

Financial

Data

Our integrated approach begins with the client

experience. Our approach pinpoints cost and

service problems as well as competitive

differentiators, so you know exactly what you

need to change.

McLagan


Integrated data measures productivity

$75k

$100k

Bank A Benchmark Gap

Revenue per FTE

$1.25 billion

Difference

multiplied by FTE

FTE : 50,000

Bank A has a $1.25 billion productivity issue

McLagan


Integrated data measures cost

0.20 0.23

0.25 0.25

0.30

0.35

0.40

0.45

Bank B Bank C Benchmark ModelledGap

Bank A Bank D

Cost per Revenue $

$20bn $15bn $10bn Potential saving

Bank A has a $20 billion cost issue

McLagan


Integrated data measures compensation costs

$750k

$600k

Bank A Benchmark Gap

Compensation per Head

$3 billion

Difference

multiplied by FTE

FTE : 20,000

Bank A has a $150k per FTE head compensation issue

McLagan


Integrated data measures location costs

Headcount

Distribution

Expense

Distribution

Americas

EMEA

APAC 40%

30%

20%

20%

40% 50%

Bank A Benchmark

15% 7%

45% 60%

40% 33%

Bank A Benchmark

Bank A is heavily deployed in lower cost locations in Asia

Bank A gains advantage from its APAC operations

McLagan


Integrated data measures client experience

35

56

Net Promoter Score

Bank A

Bank B

Bank A – three out of four clients planning to give it more business

Bank B – has four out of five clients planning to give business to competitors

Bank B risks losing 80% of clients to competitors

McLagan


People are the most important aspect of success in business. Talented people are

the greatest asset and the largest expense. We use a uniquely rich combination of

data about people and how they are recruited, rewarded and perform to ensure that

our clients have the right people in the right roles to drive revenues in and costs out.

Integrated data paints a three dimensional picture of your business

What your

clients think

How your

people work

How your

business is

performing

Every successful strategy is built from data, and executed with data, from

what customers think of products to what they cost to deliver. Our clients

trust us with proprietary data from their finance and HR systems because

they want to know what is happening in their business and that of their

competitors from the consolidated accounts to the individual cost centre.

It is difficult for businesses to collect client feedback – sales teams are not likely to

ask an unhappy client to fill out a survey. Our survey questionnaires are designed

to find out what clients really think of their providers, and our analysis turns it into

information our clients can use to find out where problems are occurring, what is

causing them, and how they can be fixed.

McLagan


Where the data comes from

McLagan


The sources of our data

HR Systems: We collect headcount, compensation and job

title/levelling directly from firms HR databases enabling us to provide

organisations with a detailed view of their market position and

competiveness.

General Ledger: We collect global headcount, cost and revenue

information directly from firms financial ledger systems by business

and business unit enabling firms to measure their performance to

peers across a number of key KPI’s and ratio’s.

Client Experience Surveys: We offer clients the chance to find out

what their clients are saying about them through our detailed client

surveys highlighting areas of opportunity and where a change may

be required.

McLagan


How the data collection process works

We collect data from customer experience surveys

We collect proprietary data from surveys, general ledgers, and HR systems

This eliminates misleading or irrelevant presentations in public accounts

The data is then mapped by us into standardised structures

And normalised to achieve true apples-to-apples comparisons

The result is a granular level of detail not available elsewhere

Which can be used to explain the customer experience, at cost centre level

McLagan


The granularity of the general ledger data we collect

Global Bank

Global Consumer Banking Corporate & Investment Bank Other

Treasury &

Trade

Corporate

Bank Private Bank

Securities

Services Equities Fixed Income

Investment

Bank

Custody / Prime

Services Fund Services Tech & Ops

Custody

Services Issuer Services

Transfer Agency Depositary Receipts Corporate Trust Client Pricing Operations Network

Management IT

Derivative &

Collateral Mgmt Product Custody Servicing Operations

Management &

Admin Prime Services

Management &

Administration

Custody Ops

Gro

up

S

egm

ent

Div

isio

n

Sub

Div

isio

n

Busin

ess

Units

Cost

Centr

es

McLagan


Output

Data reporting

• Client versus benchmark

• Variance to benchmark

• Ranking

• Absolute numbers

• Trends

• Per capita ratios

• Scaling ratios

Typical Data Output

Management summary

• Headline view of key performance indicators (KPIs)

• Productivity

• Business unit analysis

• P&L view

• Staffing analysis

• Support efficiency ratios

• Commentary and call-out notes

• Summary conclusions

Headcount

Number of FTEs

Comp per FTE

Productivity

Revenue per FTE

Cost per FTE

Profit per FTE

Premises

Suppliers

Professional Fees

Margin

McLagan


How to participate in our work

2

3

1

4

5

Take part in a compensation survey

Share data from your general ledger

Complete a service provider survey questionnaire

Encourage your clients to complete a survey

Use our employee engagement surveys

McLagan


The benefits of participating in our work

In a competitive

market, keep pay

competitive and

reward your best

people relative to

competitors

Rewards

Employ the best

people in a

competitive talent

market – retain

and recruit the

best talent, your

most valuable

resource

Talent

Understand why

clients stay, why

clients leave, and

gain the

knowledge

needed to rank

ahead of your

competition in our

independent

survey

Client

Experience

Beat the

competition on price

and service by

investing in the right

areas and cutting

the right costs

Performance

McLagan


We’re here to empower results

McLagan


Our team

Dominic Hobson is Co-Lead of Aon

McLagan Investment Services. He was one

of the founders of Asset International, a

publishing and events business whose titles

include Global Custodian, where he was for

many years editor-in-chief. After Asset

International was sold in 2009, Mr Hobson

founded COO Connect, a peer group network

for fund managers, now also sold. As an

independent consultant, he has delivered a

variety of projects of behalf of custodian

banks and financial market infrastructures,

and consulted to Instant Actions, a corporate

actions verification service. Mr Hobson has

written for Financial News, contributed

occasionally to the BBC on financial markets

issues, and has three works of non-fiction to

his name. He was amanuensis to Nigel

Lawson, former Chancellor of the Exchequer,

in the preparation of his memoirs. Mr Hobson

was born in Southern Rhodesia in 1958, and

educated there and at Magdalene College,

Cambridge. He spent four years in investment

banking before electing in 1988 to work for

himself. Mr Hobson is also co-founder of the

Future of Finance conference held at the Saïd

Business School in Oxford, a member of the

Innovate Finance Policy Advisory Board, and

served on the Government Office of Science

group of experts on distributed ledger

technology.

Allison Cayse is a Manager within Aon

McLagan Investment Services, which she

joined this year. Ms Cayse has more than 12

years’ experience of the investment services

industry, having joined Global Custodian, a

trade magazine dedicated to the industry, as its

surveys editor in 2004. In that role, she was

responsible for the day-to-day management of

more than a dozen surveys of various aspects

of the investment services industry, including

global custody, direct custody and clearing in

major and emerging markets, central securities

depositories (CSDs), hedge, mutual and private

equity fund administration, securities lending

and financing, and prime brokerage. In addition,

Ms Cayse headed up relationship management

and client services for the surveys group, and

managed the technical team which scripted

surveys, analysed the results and prepared

research reports for clients. Ms Cayse also

contributed regularly to the editorial content of

the magazine, and helped to conceive, develop

and manage its annual survey awards events in

Hong Kong, London and New York. She is a

graduate of the Scripps School of Journalism at

Ohio University, where she majored in

journalism, and minored in Economics and

German. She also earned a master’s degree in

European Cultures at Birkbeck College,

University of London.

Sophie Chapman Daws is a

Manager in McLagan’s London office and

works with Mr Amos as part of the

Performance business and the McLagan

Investment Services team. In her role within

the McLagan Investment Services Ms

Chapman-Daws supports all our

benchmarking efforts and capabilities from

an execution perspective with additional

responsibility for managing and developing

the reporting and analyses we deliver to our

clients. Additionally she is currently working

with our partners within the Compensation

team on a new initiative to develop an

analyses that is able to join together the

financial performance benchmarks with the

detailed pay data to create a performance

and reward solution to our clients. She

joined McLagan in December 2013 having

previously worked for Benchmarkers where

she was responsible for the running of the

Insurance benchmarks. Sophie graduated

from LSE with a background in

Mathematics and Economics.

Keith Amos is an Associate Partner in

McLagan’s London office and Co-Lead of

McLagan Investment Services. Mr Amos

has worked at McLagan since 2004 and

heads up the financial benchmarking

capabilities for Investment Services. In his

time at McLagan he works within the

Performance business (and part of TRP)

having previously worked on the financial

benchmarking product for Investment

Banks covering the capital markets

business and relocated to New York where

he spent four years in a number of different

client facing and relationship management

roles. Prior to joining McLagan Mr Amos

worked for a number of Investment Banks

in mainly Operational roles including time

with Standard Chartered Bank, Deutsche

Bank, Lehman Brothers and Salomon

Brothers (at Lehman and Salomon he

worked on the trading desk with a specific

focus on Emerging Markets). After leaving

Salomon in 1999 Mr Amos joined MIB

Partners, a financial benchmarking Start-Up

which was subsequently purchased by

McLagan Partners, an Aon Company, in

2004.

McLagan


Contact us

Keith Amos

Associate Partner, Co-lead


Aon Hewitt

10 Devonshire Square

London, EC2M 4YP

t +44 (0)20.7086.5056 | m +44 (0)7714 900421

[email protected]

Sophie Chapman-Daws

Manager,


Aon Hewitt


London, EC2M 4YP

t +44 (0)20.7086.5110 |

[email protected]

Dominic Hobson

Co-lead


Aon Hewitt


London, EC2M 4YP

t +44 (0)20.7086.5145

[email protected]

Allison Cayse

Manager,


Aon Hewitt

1600 Summer Street, Suite 601,

Stamford, CT 06905

+1.513.378.1645

[email protected]

tel:+44 (0)20.7086.5056

tel:+44 (0)7714 900421

mailto:[email protected]

tel:+44 (0)20.7086.5110




tel:+44 (0)20.7086.5110

tel:+44 (0)20.7086.5110


tel:+44 (0)20.7086.5110


Introducing McLagan Investment Services · 2017-02-03 · McLagan Proprietary & Confidential 7 Our unique view point brings differentiated solutions to our clients McLagan has a deep

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