06Jun

When managers of private equity funds changed service providers this year, cost, quality and increased portfolio complexity were typically behind the decision.

Preqin, a leading source of data and analytics about the alternative assets industry, says this year’s unusually challenging environment is prompting fund managers to more intensely evaluate their service providers. The relationship between cost and quality of service is being scrutinized especially closely.

“Managers,” Preqin comments, “Want service providers that can make a difference, whether that’s through streamlined processes, increased efficiency, or the adoption of innovative and value-add technologies.”

In a report out last week, Preqin discusses the results of its analysis and survey of fund managers. The short version is that among those changing law firms or accountants cost was the leading reason. Or, as Preqin described it, “Cost is king.

“Half of all fund managers surveyed cited cost as a reason for swapping their fund formation law firm, followed by 44% and 40% for transactional law firms and accountants respectively.”

Cost wasn’t the only reason. Portfolio complexity was mentioned as often as cost for changing fund formation law firms. And it was second behind cost as the reason for changing accountants.

Quality of service factored into the decision, though it was less of a driver than cost and complexity. However, among the 26% of private capital fund managers that changed administrators, the quality of service was a deciding factor. 53% mentioned that as a reason for making a change. Only one in five managers mentioned cost.

Preqin sees the issue for administrators as one of technology.

“From due diligence to investment monitoring and real-time reporting to LPs, processes across the alternatives universe will be streamlined and improved. Those service providers that fail to embrace emerging technologies will fall behind,” says Preqin.

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In a sponsored Q&A with Tim Toska, global head of private equity at service provider Alter Domus, he talks about some of the unprecedented challenges private equity managers confronted this year, not the least of which was trying to build relationships remotely. Working remotely has demonstrated the critical importance of technology to fund managers.

“If you’re working remotely, you’re not able to handle everything, so having a strong service provider allows private equity managers to really focus more on the critical areas of their business,” he says.

In a second sponsored Q&A, this one with Nikolaos Perros, head of private equity at Citco Group, he makes the argument that after weighing the need to invest heavily in technology, many fund managers have chosen to partner with administrators that have already done that.

Cybersecurity, data conveyance and access to a digital portal to replace paper-based processes are the capabilities fund managers most need. “To deliver on these three aspects, as well as help firms evolve in a digitally driven world going forward,” Perros says, “Intimate technology expertise is a must for fund administrators.”

Photo by Ishant Mishra on Unsplash

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Bank Uses Lockdown to Train New Managers, Refresh Others

Just days before the UK announced a coronavirus lockdown, Lloyds Banking Group launched a training program for new line managers.

Even for seasoned managers, moving to an entirely virtual world while working remotely for the first time posed exceptional challenges. For new managers, it could have caused training to fall completely off the priority list.

Fortunately for the global firm, much of the program was online, and with the flexibility of reduced banking hours and few meetings, managers had more time for learning, said Sharon Hutchinson, Lloyds’ senior HR manager for management and leadership development.

Speaking at a virtual conference last month, Hutchinson explained that since the training program was designed in modules – some only 5 minutes; none longer than an hour – managers could access the program between other commitments. “People might have time either side of working commitments at the moment and the whole program is available across personal devices,” she said in report on the HR site PersonnelToday.com.

The program was designed around what Hutchinson said were “moments of truth” managers encountered in their day-to-day interactions. The development team tested the program with subject matter experts, learning representatives within different parts of the business, and with learners themselves.

“We wanted the learning to focus on those new to line management but offer something that would also benefit others. It could also be a springboard for more advanced training,” she said, adding that participation ““way exceeded our expectations.”

Two months into the launch, Hutchinson said 8,433 modules were started and 7,199 have been completed. “Business areas have really taken it on board – they feel now is a great time to raise their bench strength and get this cohort of new managers upskilled.”

Photo by Campaign Creators on Unsplash

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COVID-19 Is Teaching Accounting to Get ‘Comfortable With the Uncomfortable’

In the post-pandemic world, life at successful accounting firms will be very different from what it was just last year.

Partners will be more mentor than boss, engaging with staff in a more personal way than ever before. There will be a new emphasis on leadership and development. The consultative part of accounting will be center stage, as clients look for guidance and help in rebuilding their business. Technology adoption will be quicker and remote work will be an accepted practice.

Those predictions are the perspective of a group of accounting thought leaders interviewed by AccountingToday’s editor Danielle Lee.

“The pandemic is giving firms a reason to embrace change like never before,” Marc Rosenberg, president of The Rosenberg Associates, told Lee. “Why? Because they have (or will have) no choice. Life at CPA firms as we knew it pre-pandemic will never return. Normal is gone.”

With everyone working remotely, Angie Grissom, president of The Rainmaker Companies, said firm leaders are learning just how resilient their teams are. “A newfound confidence in the agility of teams will emerge,” she says.

The more progressive firms began embracing remote work long before anyone ever heard of COVID-19. Now the rest of the profession is discovering people can be as productive – or more – working remotely, which will lead to fewer hiring restrictions, says Jeff Phillips, CEO of Accountingfly.

“Some of your best people are not ever going to return to an office again, and I hope firms learn that’s OK,” he said. “If they learn that lesson, they’ll realize they can solve their own war for talent by quickly and easily hiring remote A-player talent based anywhere in the U.S.”

As the economy opens up and people return to work – millions already have – talent retention and training will be critical to firm success. Partners now “Need to be much more deliberate and planful about keeping in touch with staff, not only regarding their client work but their training, development and morale,” says Rosenberg.

Adds Sandra Wiley, president of Boomer Consulting, “As firms develop their strategies over the next few months, they should have a laser focus on talent retention and upskilling, process improvement, technology infrastructure, and new services for growth in the advisory area.”

Even the business model should be up for reconsideration, suggests Ron Baker, founder of the VeraSage Institute. “If you are still hourly billing, your firm is mired in a transactional relationship with your customers based upon inputs, and those are easy to sever when times are tough.”

More directly, Boomer Consulting’s L. Gary Boomer, says, “The existing business model does not meet the needs of most clients or firms. You should move to the subscription model in order to attract new business and retain existing clients. Value can be created through packaging and pricing.”

“Now is a great time to learn or change a habit,” he advised.

Summing up, Jody Padar, vice president of strategy at Botkeeper, declared, “We can’t go back to the way things were, so we need to get comfortable with the uncomfortableness we face.”

Photo by Dillon Shook on Unsplash

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