LATEST INSIGHTS

Gulland Padfield provides strategic advice, interim management and consulting services to organisations in Financial Services, Business Services and Professional Services.

Our purpose is to help Service and Advisory businesses become profoundly client-focused as institutions and transform their performance and profitability as a consequence.

Wealth Management: Client Acquisition strategies for the new wealthy

Gulland Padfield and WealthMonitor (part of the Financial Times Group), launch an exclusive two-part study into client acquisition strategies for Private Banks and Wealth Advisors.

James Edsberg, of Gulland Padfield's Wealth Management practice, highlights a number of observations for any advisory firm looking to sharpen its client acquisition approach to this dynamic but demanding market segment.

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The Trusted Advisor: RIP

It’s the phrase found most often on the lips of the financial or professional advisor. It appears in almost all the marketing collateral and websites of the best known private banks, wealth management and professional firms. But is it time to challenge this shibboleth?

In the first of two articles, James Edsberg, partner at specialist consultancy to the advisory sector, Gulland Padfield, discusses why it might be time to wave goodbye to an old friend and embrace a better set of messages which resonate more strongly with clients.

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News: Gulland Padfield London team shortlisted for MCA Awards 2014

The Management Consultancy Association Awards recognise best practice across the consulting industry. Now in their 17th year, the awards acknowledge quality and thought leadership among UK consulting firms.

Gulland Padfield is delighted to have been shortlisted in two categories: Best New Consultancy (for consulting firms founded since 2008) and best Client & Customer Engagement project for our work with one of the UK’s major business groups.

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Delivering the Client Centric Revolution: The Path for Tomorrow’s Private Bank

In a highly competitive global environment, the successful private bank needs a shockingly clear sense of purpose.

Today’s private banks face an unprecedented convergence of pressures from three directions. Each requires management teams to respond by creating the culture and capability inside their organisation to align their business around the clients they can best serve.

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Law Firm Management: new online diagnostic reveals changing agenda

In Part 1 of a preview for Managing Partner Magazine, James Edsberg, shares analysis of Gulland Padfield’s Client Centric Index - the free-to-access online strategy diagnostic for Law Firm management teams.

Since the Client Centric Index was launched, management teams from over 100 firms have completed the diagnostic in the US, Europe, Latin America and Asia. It has generated over 36,000 assessments by participants of 12 distinct areas of strategy.

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Asset Management: Client Strategy and the Sticky Investor

There’s more driving loyalty of a client-investor to their Asset Manager than investment performance. Returns that regularly match or beat the benchmark are a significant but not the only important component in client-investors’ selection and retention of an Asset Manager.

James Phillips of Gulland Padfield’s Asset Management team, takes a look at the surprising factors driving client loyalty and some of the ways management teams of funds can build a client base of sticky investors.

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CMO in the Spotlight: Successful Client Management Post-Merger

We’re living through an unprecedented era of consolidation and change in professional services. In a recent study*, 58% of UK law firms viewed mergers & acquisitions as a major opportunity to drive growth.

When a firm merges, a vital task for the CMO is to manage the client-related risks of the deal and to deliver many of the associated benefits of the enlarged organisation.

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The Client Centric Index from Gulland Padfield

Our Client Centric Index is the world’s first diagnostic test designed to help service businesses transform their performance and profitability by aligning their capabilities, structure and culture more closely to their clients and markets.

It comprises 12 questions and takes 5 minutes online. Click here to take the test. It benchmarks your business against similar service businesses. It’s the routemap to becoming Client Centric. 

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Asia success strategies in Wealth Management

With European markets flat, it’s no surprise that wealth managers and private banks are looking East to Asia for growth. Indonesia’s ultra high net worth (UHNW) population grew 47% last year, for example, making it the region’s fastest expanding wealth hotspot. And it’s not alone.

In 2010, Asia Pacific’s high net worth (HNW) population surpassed Europe’s. We offer 5 strategic challenges to wealth management teams looking to Asia for growth.

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Turn Thought Leadership into Thought Capital

For leading business service firms and in particular for professional firms, the creation of business research and its use to engage with clients, prospects, media and internal stakeholders, is recognised as the most effective marketing and business development channel.

But many firms and their fee earners are failing to drive the full return on their investment in the research required to create insightful thought leadership initiatives.

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Client Centric Strategies: Hedge Funds rethink client-investor relationships

Don’t wait for a redemption notice to start a dialogue with your client-investors.

Current dynamics in the Hedge Fund industry have prompted a re-think among the management teams of the leading funds. The adoption by some of an institutional-quality Investor Relations program and Client Care approach is having a positive impact on fund-raising and investor relations in the industry.

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