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Navcap = Intelligent Distribution
- 1. NAVCAP™NAV Capital Partners, LLC Intelligent Distribution™
- 3. Variable Cost vs. Fixed Cost
- 4. Salaries, Expense Management, Supervision, Licensing and Compliance, and Performance Tracking
- 5. Talent Retention, Compensation, and T&E Management managed by NAVCAP
- 7. Asset Management vs. Third Party Distribution (sales, marketing, and distribution)
- 8. Focus on Core Strengths (asset mgmt) and Execute at the Margin vs. sales, marketing, and distribution
- 9. Talent
- 10. Captive Cost Model (fixed) vs. NAVCAP™ High Value Differentiator (variable)
- 11. Experience, Industry Knowledge, Platform and Product Knowledge by Firm; Consults, MLPA, PIA, Pace, MFA, UMA, MAC, CG, etc.
- 12. Deep Relationships with Financial Advisors, Key Accounts, Home Office Personnel, and other intermediaries
- 13. Domain expertise, history of performance, demonstrated track records
- 14. Initially 10-12 Experienced Specialists focused on Wirehouses and Regional Broker Dealers
- 15. Results
- 16. NAVCAP® - NAV Capital Partners is only compensated for results
- 18. Wealth Management Landscape Consolidation Assets: $2trn FAs: 20,000 = + Assets: $1.4trn FAs: 16,000 + = Assets: $1.7trn FAs: 21,600 = + The brokerage/wealth management landscape is undergoing seismic change
- 19. Shifts in distribution Source: Strategic Insight Simfund, Empirical Research Partners *Wirehouse brokers include financial brokers at Merrill Lynch, Smith Barney, Wachovia, Morgan Stanley & UBS
- 20. The top five states hold 41.56% of total opportunity Adding the next five captures 61.43% The top half of states yields 88.47% The other twenty six produce 11.53% of flows Defining Priority Segments
- 22. Institutional clients shifting gears Survey of Pension Consultants Source: Eager, Davis & Holmes Survey, Empirical Research Partners
- 23. Industry Changes Industry changes have permanently altered asset management distribution. The effects of the latest crisis will be structural. Four main drivers have created an inflection point: Shift in economics away from the manufacturer Less rich revenue mix Rapidly falling return on the cost of sales Resurgence of boutique money managers The shift in economics away from the asset manager will dramatically change their view of fixed distribution costs. The confluence of merging platforms (UMA), share class acceptance/conversion, and downward pressure on fees in general continue to negatively affect average fee rates and margins. Even if the S+P remained at record levels, the actual fee income would remain dramatically reduced.
- 25. Variable cost model preferable
- 26. Distribution model should be extremely focused on opportunity not geography
- 27. Advancing technology creates opportunity for “Boutiques”
- 28. Major shift toward advisory platforms
- 30. Increasing appetite for outcome or solution driven product development
- 32. NAVCAP™ = Intelligent Distribution™ NAVCAP Specialists (outsourced) Variable cost, aligned Turn-key Solution Strong pedigree Demonstrated performance Existing relationships Highly skilled Results driven Easy to add/delete Key accounts NAVCAP is an owner operator model geared for longevity Captive Wholesalers (internal) Fixed cost, unaligned T&E funding and oversight/accounting Travel and expense budgets are not aligned with ownership Benefits Training, supervision, HR, registration, licensing Distraction from core competency Difficult to build/delete Costly turnover
- 33. NAVCAP™