Expertise
Strategic sourcing – achieving a successful partnership and business outcomes
Strategic options and business case: I have worked closely with executive leadership teams and boards to help them evaluate strategic sourcing options – covering financial benefits, operational synergies, fit with product, market and investment strategies as well as execution risk and future operational resilience. This stage requires drive, focus and close stakeholder management to reach a decision to proceed, or follow an alternative path.
Market evaluation and selecting the right partner: I have led multiple outsourcing market evaluation and selection exercises – covering a wide breadth of firms, geographies and areas under consideration (front, middle and back office, plus technology and data). I have also provided executive advice and guidance on the most effective and pragmatic approach to be taken given the strategic context, operating model goals, stakeholders involved and the firm’s culture and preferred way of working.
Putting in place the key legal, commercial, operational arrangements: Once a preferred partner has been selected and key principles / commercials agreed, an outsourcing selection project will move into a different phase in terms of level of detail, stakeholders / teams to be engaged and complexity of key deliverables. I have extensive experience of negotiating and completing outsourcing contracts – including detailed supporting schedules and governance & regulatory approvals.
I have extensive experience in strategic sourcing deals. This involves driving such deals to completion across operations, technology, risk, compliance, finance and legal teams, plus of course facing into external service provider executives and deal teams, regulators and fund boards.
Mergers and acquisitions – making them a success
M&A: I have supported and advised a wide range of client leadership teams and boards on strategic acquisition targets and disposals. This has included assessing different strategic, product, financial and operating model considerations – guiding key stakeholders to an ultimate decision to achieve a successful transaction.
Post-Merger Integration (PMI): As well as pre-deal advice, I have led a range of PMI projects. The first 100 days are critical in terms of setting direction, making key design, people and product decisions and building momentum. Alongside the work which needs to be done, it is vital to take people on the journey, win their hearts and minds and start building the new culture of the combined entity.
I advise leadership teams and boards across the full M&A lifecycle — from shaping and evaluating acquisition or disposal decisions through to leading post-merger integration, ensuring early momentum, clear direction, and the successful alignment of people, culture, and operating models.
Launching, growing and selling companies – realising your ambitions
Consulting & Technology: Creating a new business from scratch is exciting, rewarding and a little bit scary at times. I have been part of the business owner / leadership team creating and selling successful consulting and technology businesses.
Asset Mangers, Wealth Managers, Platforms: In addition I have advised multiple businesses across the asset and wealth management value chain on how to create and grow a new business drawing on my own entrepreneurial experiences and 30 plus years knowledge of the financial services industry.
Whatever we give Paul — strategy, regulatory change, outsourcing, operating model work — he takes it on with clarity and sound judgement.
He really understands asset management and puts everything in the right market context.
He works well with every function and partner, commanding respect naturally. We know we can trust him to get us to the right outcome with little direction.
Head of Strategy Delivery
Global Asset Manager