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  • EY - Financial Services Contacts - EY - Global
    Model Effectiveness Strategic Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Industries Financial Services Financial Services contact us Financial Services contact us Share Name Position Telephone AMERICAS Anthony Caterino Vice chair and Managing Partner Financial Services 1 704 331 1851 Hank Prybylski Advisory Services Leader Financial Services 1 212 773 2823 Janet Truncale Assurance Services Leader Financial Services 1 212 773 8700 Michael Onak Banking Capital Markets Leader Financial Services 1 704 331 1827 Paul Haus Banking Capital Markets Leader Financial Services 1 617 375 2399 Dave Hollander Insurance Leader Financial Services 1 215 448 5756 John Santosuosso Insurance Leader Financial Services 1 617 585 1867 Jeff Bunder Private Equity Leader Financial Services 1 212 773 2889 Paul Stroud Tax Services Leader Financial Services 1 212 773 8964 Nadine Mirchandani Transaction Advisory Services Leader Financial Services 1 212 773 0090 Michael Serota Wealth and Asset Management Leader Financial services 1 212 773 2252 Tom Flannery Wealth and Asset Management Leader Financial services 1 212 773 2252 EMEIA Andy Baldwin Managing Partner EMEIA Financial Services 44 0 20 7951 4626 Niamh Prendergast Solutions and Business Development Leader Financial Services 44 0 20 7951 3616 David Gittleson Advisory Services Leader Financial Services 44 0 20 7951

    Original URL path: http://www.ey.com/GL/en/Industries/Financial-Services/EY-financial-services-contacts (2016-02-10)
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  • EY - 2016 global private equity fund and investor survey - EY - Global
    20 investors and an online survey to which 103 private equity funds and 88 investors responded Share In this report we seek to understand the effects of an evolving regulatory landscape confronting both private equity funds and investors We are confident these insights will help CFOs and fund managers make more informed decisions as they develop strategies for the future Background and methodology Private Equity International conducted the research collecting information through telephone interviews with 31 private equity funds and 20 investors and an online survey to which 103 private equity funds and 88 investors responded Disruption Seismic shift These three words more than any others describe the current challenges and landscape of today s private equity arena Funds are now keenly focused on managing regulatory change risk and volatility and rapidly positioning themselves to compete for market share In this new environment many firms have been redesigning their business operating models to focus on controlling costs and improving operational efficiency Relentless regulation The seismic shift In just one year we see a 400 increase from 11 in 2014 to 45 in 2015 in investors that now rank a private equity firm s ability to handle reporting requirements as the most important when selecting a firm The restructuring of the compliance environment and regulatory policy will continue for the foreseeable future But firms should not rebuild their reporting infrastructure just to keep regulators happy The type of data that regulators require is highly similar to the data institutional investors collect and analyze Many investors now consider the ability of a private equity firm to respond transparently and timely to reporting requests as a key indicator of superior operations In their eyes private equity firms that have their financial house in order are more likely to avoid headline risk that could damage a firm s reputation just as severely as poor performance which investment decisions Catch 22 Private equity funds across the globe have been forced to look at restructuring their reporting frameworks and internal processes Technology would be the obvious solution to scale but a standardized robust technology solution that can help achieve more effective governance and risk management does not yet exist Nearly all existing systems are an inefficient mixture of technologies While private equity firms are confident that they have enough people to meet the challenges they face they are less confident that their people are performing the right tasks or if they have the right skill sets Transformation begins with technology and must be matched by roles responsibilities and process In today s environment transformation has stalled at the first step prolonging the dependency on people doing the wrong things and at the wrong time Optimizing personnel These findings highlight the strong influence regulatory changes are having on people The cost focus regulation dictated transparency and lengths pursued to avoid risk in the industry have resulted in greater demand for new skill sets and talent Funds that wish to overcome the shortage of talent will need to

    Original URL path: http://www.ey.com/GL/en/Industries/Private-Equity/EY-2016-global-private-equity-fund-and-investor-survey (2016-02-10)
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  • New opportunities for asset servicing - EY - Global
    Cross Border Tax Advisory Global Trade Global Compliance and Reporting Human Capital Private Client Services Law Tax Accounting Tax Performance Advisory Tax Policy and Controversy Transaction Tax VAT GST and Other Sales Taxes Transfer Pricing and Operating Model Effectiveness Strategic Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Industries Financial Services Wealth Asset Management New opportunities for asset servicing New opportunities for asset servicing Global Asset Servicing Study Share The asset servicing industry is a critical but often unsung component of global financial markets It plays a vital role in the safekeeping of financial assets provides the infrastructure and connectivity for market participants and supports critical middle and back office operations of the world s investment funds We have observed significant change and opportunity across the industry and therefore our latest research seeks to highlight the key issues and opportunities within asset servicing To do so we conducted 37 interviews with 23 of the top 25 asset servicing companies by AUA and AUC in North America Europe and Asia Pacific APAC Our research addresses the following What are the key areas of focus and greatest opportunities for growth How are asset servicers developing their service offerings to meet the needs of their clients How

    Original URL path: http://www.ey.com/GL/en/Industries/Financial-Services/Asset-Management/EY-New-opportunities-for-asset-servicing (2016-02-10)
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  • EY - Global ETF Survey 2015 - ETFs: a positive force for disruption - EY - Global
    Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Industries Financial Services Wealth Asset Management Global ETF Survey 2015 Global ETF Survey 2015 ETFs a positive force for disruption About this survey To monitor the rapid and increasingly influential development of ETFs we are proud to launch our fourth ETF survey and third fully global study of the industry As our survey grows in size we have changed the structure of this report slightly to focus on what we consider to be the greatest areas of interest including global trends product innovation and more Share Our latest global survey of the ETF industry was conducted against a far less stable backdrop than in previous years So it was striking to find that interviewees remain extremely confident about their prospects for growth A weighted average of global responses suggests that respondents expect their businesses to grow by around 18 every year for the next three to five years The industry s increasing size is not without its drawbacks Chief among these is an ever growing level of external attention While most respondents welcome closer scrutiny there are concerns about regulatory misunderstandings and the associated potential for reputational risks And while the ETF industry mainly continues to get good press some interviewees admit to frustration at the way that market volatility is sometimes labeled an ETF problem On the upside greater size brings greater influence Active managers with no history of issuing ETFs are being forced to respond to developments such as smart beta with many choosing to launch ETFs or partner with existing providers There could be no clearer sign of the growing impact that the ETF industry is having on the wider regulated funds sector and the asset management industry as a whole Below we highlight key opportunities challenges and trends 1 Key opportunities Continued strong growth is the biggest opportunity for all industry participants Certain regulations suit ETFs over mutual funds including bans on inducements Investor trends also benefit ETFs such as the move towards passive and cost effective products 2 Key challenges Regulation can pose a challenge in terms of implementation and compliance without aiding the industry Regulators are focusing on the industry due to huge growth rates Reputation of ETFs needs to be maintained and strengthened industry needs to continually educate the investment world so that views are not unfairly biased by negative press 3 Key trends in 2015 Products Increase in the optimal seed capital amount from 19m to 31m overall However the minimum size of a fund has decreased from 80m to 63m Success rates of new products are improving and there is an increasing level of new product launches There

    Original URL path: http://www.ey.com/GL/en/Industries/Financial-Services/Asset-Management/EY-global-etf-survey-2015 (2016-02-10)
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  • EY - Rise of the machines in global funds distribution - EY - Global
    Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Industries Financial Services Wealth Asset Management Rise of the machines in global funds distribution Rise of the machines in global funds distribution Share While global financial transactions and securities trading have rapidly moved to electronic platforms such as SWIFT and NASDAQ over recent decades the asset management industry has been stubbornly slow to adapt With electronic platforms are becoming a vital channel in global funds distribution few asset managers can afford to continue using pre crisis distribution models based primarily on face to face interaction Six key megatrends are driving the rise of the machines 1 Screen based automated trading Capital markets are moving rapidly away from face to face intermediation trading floor and fully embracing automated trading systems black box dark pools and electronic communications networks 2 Customer experience Customers particularly millennials increasingly prefer on demand customized information delivered via the web over a personal meeting with an advisor 3 Regulatory reform Retail Distribution Review RDR and MiFID II will restructure the compensation model and squeeze out most of the opaque pricing that underpinned the old distribution system 4 Investor dissatisfaction Following the crisis most investors have been less than satisfied with returns from the asset management industry unsure how much they are paying and confused about what they are getting for that payment Confidence in face to face intermediation is limited and skepticism about the industry s contribution has grown 5 Investor sophistication and transparency Both retail and institutional investors have far great access to and understanding of investment products than ever before Rapidly increasing transparency is shining a bright light on what was once a highly opaque industry in terms of pricing and product performance 6 Technology infrastructure Computational power has grown exponentially along with data storage capacity and telecommunications bandwidth Margin pricing for that power and bandwidth has plummeted and in many cases is effectively free The future of electronic platform distribution Currently the most advanced markets for platform distribution are the UK and the US At the other end of the spectrum is Continental Europe where universal banks still control the bulk of the distribution lifecycle and platforms primarily serve a B2B institutional function Regardless all markets must adapt to the rise of electronic platforms Accepting the status quo is not an option and managers that rely purely on past market position and traditional sales compensation models will be aggressively challenged To thrive asset managers will have to change and adapt in several key ways 1 Think global act local Platforms will succeed on their ability to interface according to geographic and demographic market segments as well as their ability to customize the individual investor experience For most dabbling in all

    Original URL path: http://www.ey.com/GL/en/Industries/Financial-Services/Asset-Management/ey-connectivity-rise-of-the-machines-in-global-funds-distribution (2016-02-10)
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  • EY - 2015 Global pensions report - EY - Global
    and mature The discipline to clearly define and articulate a long term vision is critical Using country or provider peers as the sole reference point supports only a short term answer that is often politically influenced The common fiduciary responsibility to act in members interest drives many policymakers to look globally and to other industry sectors for guidance Private sector providers play a vital role in delivering the strategy as well as social pension and retirement policies Their business strategies must balance maximizing short term results with the more important long term goal of successfully optimizing shareholder and member value All stakeholders must align and agree upon a long term strategic policy to restore confidence in the system 2 Incentives shape decision making An effective incentive policy affects stakeholders in several ways For members tax incentives may drive participation but not help members make informed choices For employers the role of information and contribution processing agents must change Employer incentives must more effectively leverage employers trusted role as advisors to engage members in a more effective manner For public and private sector funds and their product and service providers all stakeholders need to proactively develop an effective incentive remuneration and reward framework that encourages sustainability Reasonable surpluses are essential for all providers to adequately maintain and evolve their infrastructure and capabilities Finally for governance bodies policymakers and regulators sustainability efficiency and effectiveness are crucial However the behavioral and financial changes needed to achieve these objectives will take time to implement 3 Empowering informed decisions creates distribution action Most policymakers recognize the importance of decision making Auto enrollment and pre determined choices are established solutions Opt out solutions based on member inertia assumptions are rapidly growing in popularity However for some members those assumptions are incorrect Leading countries are fast embracing the need to fill this enablement and empowerment gap The converging solutions for pension retirement and wealth management in several countries are excellent starting points to understand how to empower informed decisions Recent analytics based robo advice solutions are examples of a path forward Much can be learned from the travel hospitality and life insurance industries Imagine an independent and trusted retirement advisor platform where members and employers can rate their experiences search inform track and transact 4 Pensions were yesterday Today the product must ultimately deliver well being Most providers believe they provide exceptional customer service but only a few customers agree Many participants may have overestimated their maturity in a world of rapid changes to retirement solutions fast growing de risking and low confidence and take up rates More than 50 of most stakeholder groups acknowledge the need to significantly change current pension and retirement solutions and substantially improve their relevance Political debates that jeopardize reforms and legacy regulation are common barriers Unfortunately this broad support to evolve does not align with current reform debate where the dominance of legacy paternalism displays its power 5 Consumer protection and fiduciary oversight enable confidence Participants in our survey raised three

    Original URL path: http://www.ey.com/GL/en/Industries/Financial-Services/Asset-Management/ey-2015-global-pensions-report (2016-02-10)
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  • About our wealth and asset management services - EY - Global
    and Controversy Transaction Tax VAT GST and Other Sales Taxes Transfer Pricing and Operating Model Effectiveness Strategic Growth Markets How we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Industries Financial Services Wealth Asset Management About our wealth and asset management services Overview About our Wealth Asset Management services Advisory Assurance Tax Transactions Library Contacts Share About our wealth and asset management services Who we are Our global wealth and asset management network encompasses key financial centers in the Americas Asia Pacific EMEIA Europe Middle East India and Africa and Japan Globally we have more than 15 000 professionals including more than 1 200 partners with deep technical and business experience Our combination of talent and resources gives us the ability to anticipate and adapt to the rapid and accelerating changes of today s global economy How we help our clients We are the most globally connected of the Big Four organizations operating in four integrated regions the Americas EMEIA Asia Pacific and Japan That means our clients benefit from faster response times and customized service as well as broad experienced teams with deep industry knowledge and a consistent approach Ultimately it enables us to help you meet your goals and compete more effectively Examples of our market

    Original URL path: http://www.ey.com/GL/en/Industries/Financial-Services/Asset-Management/Asset_Management_About-our-Asset-Management-services (2016-02-10)
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  • EY Wealth and asset management advisory services - EY - Global
    Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Industries Financial Services Wealth Asset Management Wealth and asset management advisory services Overview About our Wealth Asset Management services Advisory Assurance Tax Transactions Library Contacts Share Wealth and asset management advisory services The wealth and asset management industry is dynamic and full of challenges Every year more organizations turn to our Wealth Asset Management Advisory Services practice because of our extensive hands on experience and technical knowledge Our dedicated practice helps clients prepare for growth manage risk enhance operational effectiveness and efficiency maintain adequate controls navigate regulatory compliance and leverage technology As an integrated part of our Global Financial Services Group this practice can also draw upon the skills of our Tax Advisory Services and Transaction Advisory Services practices to further help our clients meet their unique competitive and regulatory challenges no matter how complex Our services cover Risk and regulatory driven change The industry must adapt to major regulatory changes including greater capital and reporting requirements leverage limits fiduciary standards remuneration caps and new disclosures Meanwhile strategic and operational risks are evolving and the role of compliance is expanding We can help you design and implement a comprehensive compliance program that balances regulatory requirements risk tolerance and operational demands With our guidance you can enhance your reputation and boost investor confidence which ultimately helps attract and retain assets Winning the global regulation game Understanding the AIFMD Analytics and data excellence Identifying producing and managing regulatory investment and client data is a major new challenge Sufficient data analytics and granularity are crucial not to mention the ongoing challenge of efficiently handling ever larger volumes of data We can help you with every phase of the data lifecycle Our client work includes building end to end control frameworks developing data policies and standards and addressing data quality and governance The science of winning in financial services Technology enabled transformation Technology offers wealth and asset management firms powerful ways to improve the reliability and efficiency of their business We help clients enhance business performance via strategic technology initiatives including architectural analysis platform assessment and systems implementation and integration We can also help you respond effectively to threats to your technology infrastructure including cybercrime Front office transformation through technology Digital disruption in global wealth management Cybersecurity addressing rising expectations Global Information Security Survey 2015 Revenue and growth Innovative products new distribution channels and expanded geographies boost brand awareness helping firms stand out from the competition and increase AUM At the same time product and distribution channel rationalization is crucial to managing the costs of expansion We help our clients grow rationally and profitably via new market entry

    Original URL path: http://www.ey.com/GL/en/Industries/Financial-Services/Asset-Management/Asset_Management_Advisory-Services (2016-02-10)
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