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Latest Insights

Spotting the warning signs of a risky acquisition

Ask Harry Eastwood: why outsourcing redress calculations is the best thing for your business

Ask Harry Eastwood: the challenges of DB redress calculations

Five-Minute Insights: Transforming Outcomes Through Technology

Ask Harry Eastwood: how can firms prepare for the British Steel redress scheme?

Case study: Redress calculations

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Transforming clients' culture and conduct risk in governance, regulation and compliance.

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Spotting the warning signs of a risky acquisition

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We connect the dots between culture, compliance and commercial outcomes, providing your business with long-term sustainability.
07/06/19

Case study: Regulatory due diligence

We created an action plan to bring the target firm up to scratch prior to the acquisition and reduce conduct risk.

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The challenge

A large financial planner and discretionary fund manager was rapidly expanding and was on the cusp of acquiring an independent financial planning firm. But our client had come across some instances in the target firm’s past business where customer detriment could have occurred. Our client knew it needed a clear picture of the material risks but didn’t have the resource or expertise to spare. Having worked with us before, our client knew we had the experience needed for a full regulatory due diligence assessment, as well as a discreet look at the target firm’s back book.

Our solution

Having taken the time to understand our client’s risk appetite and business needs, we recommended a review that focused on the effectiveness of the target firm’s senior management team and compliance oversight and controls.

With the focus agreed, we took a two-phase approach to the due diligence project:

  1. In-depth review: we analysed the target firm’s business model, conflict management, advice proposition, systems and controls, documented policies and procedures, and reviewed some past business files.
  2. Site visit: we visited the firm’s site for two full days to understand the day-to-day operations and internal culture, and how closely this aligned with FCA expectations.

Having dug a little deeper, we saw that many of the past business issues stemmed from cultural influencers, such as inadequate adviser controls and oversight. This could cause a real issue for our client, potentially exposing them to expensive rectification should they go ahead with the acquisition. So, we created a detailed action plan that would bring the firm up to scratch prior to acquisition and reduce conduct risk further down the road.

Our client now had a clear picture of the risks of acquisition. What’s more, we also advised our client on how it could address some of the mismatches between the two company cultures, making for better integration and a less disruptive transition.

The TCC Difference

  • Our deep understanding of how culture affects conduct risk meant we immediately saw that culture was the root cause of the unsuitable advice. By establishing a detailed action plan before acquisition, we saved our client time, money and disruption in the long run.
  • Every firm is different. Taking a flexible approach, we tailored our review to our client’s risk appetite and specific business needs, so we could focus on what’s most important.

Latest Insights

News

Spotting the warning signs of a risky acquisition

25/05/22 Go to article

Ask Harry Eastwood: why outsourcing redress calculations is the best thing for your business

This week we talk to Harry, TCC's Actuarial & Redress Director, about why outsourcing redress calculations will give you faster and more accurate results.

23/02/22 Read more

Ask Harry Eastwood: the challenges of DB redress calculations

In the second of our Q&A interviews with Harry Eastwood, we explore the common obstacles when calculating redress for pension transfer cases.

10/02/22 Read more

Five-Minute Insights: Transforming Outcomes Through Technology

01/02/22 Read more
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