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In response to increased regulatory pressure and new competitive threats in Wealth Management, the client recognised the need for their Desk Heads to evolve into pure “sales leaders” with no client book, rather than “producer-managers”. The change initiative was designed to bring Desk Heads up to speed effectively in the new role and support them in acting consistently in three key areas:
The program team at a major US bank approached Alpha Development to partner them in structuring the ongoing development of their Global Markets graduate intake. They identified the “100 days on the desk” milestone as an opportunity to proactively address this requirement. The critical issue for the new-hires was the impact of transition from campus to corporate; after an intense technical induction program, graduate cohorts could often get ‘lost’ on the desk. By addressing this development gap before the first 100 days of life in their new role, the graduates could:
A major European bank approached Alpha Development to restructure an existing 1 year global development programme for new hires with less than 2 years of finance related experience. The programme needed to address the issue of ensuring consistent development for off-cycle recruitment intakes while running simultaneously in various global locations.The critical challenges for Programme Management were to:
This programme is by far the best I’ve seen in 10 years in investment banking. The structure is well placed, the concepts are well delivered and placed in a good context and running it over multiple years reminds you the value of keeping the network you build active… it’s a leadership programme, not a management/people skills course.
The Senior EQD Sales Management of a tier 1 universal European bank approached Alpha to help enhance their EQD sales teams selling technique, targeting their new joiners, experienced sales and sales managers. Being within such a competitive and target driven landscape, management identified the increasing need to set a benchmark for best practice, expand client coverage, and increase the cross-selling of products to help improve profitability.
Feedback from clients was that this firm was very “cash only”, so dealt with them on an arms-length execution-only basis, and on price. The challenge for the sales team was to reinvent these relationships from light-touch execution to deep advisory.The key metrics the client wanted to focus on centered around turning low value, opportunistic flows into higher value, stickier, mostly derivatives based work.