Why do advisers choose on-platform DFMs?
For intermediaries only
Outsourcing to industry experts offers interesting opportunities to change the way businesses work. The mighty Apple is a great example of a serial outsourcer. Its computers use microchips supplied by Intel for example.
By using this partner expertise Apple was able to focus on the interface design work it does best – but it’s an Apple computer, with the Apple brand, that the customer buys.
We’re continuing to see a similar use of outsourced expertise in the world of financial advice. Outsourced platform technology has become commonplace, and a growing number complement this by using the on-platform investment capabilities of discretionary fund managers (DFMs).
The aim is to create compelling client propositions while improving business efficiency. Like Apple, financial advisers are increasingly recognising the value of outsourcing, in particular, to access specialist investment expertise. And likewise, DFMs are recognising the huge potential of the platform market to grow their businesses.
With assets under administration (AUA) of over £450 billion as at 31 December 2018, according to data from Platforum*, platforms are rapidly becoming the giants of the financial services industry. And they are now an integral part of many advisers’ businesses. Platforms are also the growth lever for DFMs with 53% of advisers expecting to outsource some of their firm’s assets to a third party in the next 12 months**.
Platforms have given DFMs access to wider market
Traditionally, DFMs were associated with high-net-worth clients, they dealt directly with clients personally, and did not market themselves to a retail audience. But things have changed.
Some DFMs realised before the financial crisis that a burgeoning mass affluent population might benefit from a more sophisticated investment approach. They didn’t have the distribution, but the development of adviser-led platforms has provided them with access to this market.
Few advisers have the governance capabilities required to build and monitor sophisticated investment portfolios. Doing so is costly and leaves businesses exposed to market movements both good and bad.
DFMs are being appointed because advisers are confident they can add value to the client, and simplify their business processes, by outsourcing the implementation of the investment strategy to an expert. This lets them concentrate on providing a more holistic financial planning service to the client.
Outsourcing fund selection, asset allocation, and ongoing fund governance to an expert DFM can reduce investment risk and governance cost, but it comes with a new commitment to perform the appropriate due diligence on those DFMs the adviser recommends.
In addition to governance, the introduction of MIFID II in January 2018 increased investor protection, transparency, fund provider and distributor suitability obligations, and simplified investor communications, including investor notifications if the value drops significantly on any given day.
Here again, platform technology can help because the investment detail is all online for the adviser to view.
There’s also an alignment between the target market of most advice firms and the services offered by DFMs. Most DFMs target their services at investors with £100,000 or more to invest and have the research capabilities to offer the more sophisticated investment strategies that these investors often demand. Their focus on portfolio-building alone means they can take full advantage of the huge range of investments – including ETFs – that platforms often offer, and have more scope to make tactical changes.
The alternative for the adviser is often to meet the demand for sophistication using model portfolios. These models come with an extensive administrative burden as consent is required each time the portfolios are changed. In contrast, investment permissions are granted at the outset when using a DFM. This means they can make changes without consulting clients every time, so they can react quickly to changing market environments. This is administratively simpler and gives scope for a more tactical approach.
Some platforms also pay the DFM and adviser separately, further simplifying the administration by removing the need for the adviser to pass on any DFM fees.
Platforms are the perfect facilitator for these sorts of partnerships, allowing the DFM to build and manage portfolios, advisers to monitor them on clients’ behalf and both to sculpt their business models to suit. Because access to a DFM comes via the adviser’s platform, they remain in control, not only of the data but the relationship.
Sometimes growing a business is about changing the way we think, and that’s something that Apple is pretty much the poster child for. Digital technology opens up new ways of doing things, and new partnerships which have the potential – if executed wisely – to bring real business efficiencies.