Cash, fixed assets, capital mix matrix other working capital matrix technology profitablility profit technology investment 2016 (£m) 2017 (£m) 2016 (£m) 2017 (£m) balance balance sheet Cash 15 18.4 scale 16.2 16.3 Equity Intangible 0 0 sheet assets solvency position Preference Capitalised 0 0 £5m £6m+ 0 0 a competitive change shares software costs valuation advantage 0.6 1.8 Fixed assets 0 0 2016 2017 Debt Other working 0.6 -3.9 capital 7000 capital and solvency 5250 profit target +21% 2016(£m) 2017(£m) AUA inflows revenue 3500 capital and 16.2 16.3* Capital 1750 Capital solvency 4.7 6.9 0 requirement +22% +41% +72% gross net 10bp £25bn on excludes 344% 236% -1750 Capital cover one-off £1.2m payment -3500 *after payment of £4.9m dividend 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Cash, fixed assets, capital mix matrix other working capital matrix technology profitablility profit technology investment 2016 (£m) 2017 (£m) 2016 (£m) 2017 (£m) balance balance sheet Cash 15 18.4 scale 16.2 16.3 Equity Intangible 0 0 sheet assets solvency position Preference Capitalised 0 0 £5m £6m+ 0 0 a competitive change shares software costs valuation advantage 0.6 1.8 Fixed assets 0 0 2016 2017 Debt Other working 0.6 -3.9 capital 7000 capital and solvency 5250 dividend profit target +21% 2016(£m) 2017(£m) AUA inflows revenue 3500 capital and 16.2 16.3* Capital 1750 Capital solvency 4.7 6.9 £0m £4.9m 0 requirement +22% +41% +72% gross net 10bp £25bn on excludes 344% 236% -1750 Capital cover one-off £1.2m payment 2016 2017 -3500 *after payment of £4.9m dividend 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Cash, fixed assets, capital mix matrix other working capital matrix technology profitablility profit technology investment 2016 (£m) 2017 (£m) 2016 (£m) 2017 (£m) balance balance sheet Cash 15 18.4 scale 16.2 16.3 Equity Intangible 0 0 sheet assets solvency position Preference Capitalised 0 0 £5m £6m+ 0 0 a competitive change shares software costs valuation advantage 0.6 1.8 Fixed assets 0 0 2016 2017 Debt Other working 0.6 -3.9 capital 7000 capital and solvency 5250 dividend profit target +21% 2016(£m) 2017(£m) AUA inflows revenue 3500 capital and solvency 16.2 16.3* Capital 1750 Capital solvency investment 4.7 6.9 £0m £4.9m 0 requirement +22% +41% +72% gross net 10bp £25bn on excludes 344% 236% efficiency -1750 Capital cover one-off £1.2m payment 2016 2017 -3500 *after payment of £4.9m dividend 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Cash, fixed assets, capital mix matrix other working capital matrix technology profitablility profit technology investment 2016 (£m) 2017 (£m) 2016 (£m) 2017 (£m) balance balance sheet Cash 15 18.4 scale valuation 16.2 16.3 Equity Intangible 0 0 sheet assets solvency position Preference Capitalised 0 0 £5m £6m+ 0 0 a competitive change shares software costs valuation advantage 0.6 1.8 Fixed assets 0 0 2016 2017 Debt Other working 0.6 -3.9 capital 7000 capital and solvency 5250 dividend profit target +21% 2016(£m) 2017(£m) AUA inflows revenue 3500 capital and solvency 16.2 16.3* Capital 1750 Capital solvency investment 4.7 6.9 £0m £4.9m 0 requirement +22% +41% +72% gross net 10bp £25bn on excludes 344% 236% efficiency -1750 Capital cover one-off £1.2m payment 2016 2017 -3500 *after payment of £4.9m dividend 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Cash, fixed assets, capital mix matrix other working capital matrix technology profitablility profit technology investment 2016 (£m) 2017 (£m) 2016 (£m) 2017 (£m) balance balance sheet Cash 15 18.4 scale valuation 16.2 16.3 Equity Intangible 0 0 sheet assets solvency position Preference Capitalised 0 0 £5m £6m+ 0 0 a competitive change shares software costs valuation advantage 0.6 1.8 Fixed assets 0 0 2016 2017 Debt Other working 0.6 -3.9 capital 1 2 3 4 5 6 7 8 9 10 11 7000 capital and solvency 5250 dividend profit target +21% 2016(£m) 2017(£m) AUA inflows revenue 3500 capital and solvency 16.2 16.3* Capital 1750 Capital solvency investment 4.7 6.9 £0m £4.9m 0 requirement +22% +41% +72% gross net 10bp £25bn on excludes 344% 236% efficiency -1750 Capital cover one-off £1.2m payment 2016 2017 -3500 *after payment of £4.9m dividend 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Cash, fixed assets, capital mix matrix other working capital matrix technology profitablility profit technology investment 2016 (£m) 2017 (£m) 2016 (£m) 2017 (£m) balance balance sheet Cash 15 18.4 scale valuation 16.2 16.3 Equity Intangible 0 0 sheet assets solvency position Preference Capitalised 0 0 £5m £6m+ 0 0 a competitive change shares 20% software costs valuation advantage 0.6 1.8 Fixed assets 0 0 2016 2017 Debt Other working 0.6 -3.9 capital 1 2 3 4 5 6 7 8 9 10 11 7000 capital and solvency 5250 dividend profit target +21% 2016(£m) 2017(£m) AUA inflows revenue 3500 capital and solvency 16.2 16.3* Capital 1750 Capital solvency investment 4.7 6.9 £0m £4.9m 0 requirement +22% +41% +72% gross net 10bp £25bn on excludes 344% 236% efficiency -1750 Capital cover one-off £1.2m payment 2016 2017 -3500 *after payment of £4.9m dividend 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Cash, fixed assets, capital mix matrix other working capital matrix technology profitablility profit technology investment 2016 (£m) 2017 (£m) 17% 2016 (£m) 2017 (£m) balance balance sheet Cash 15 18.4 scale valuation 16.2 16.3 Equity Intangible 0 0 sheet assets solvency position Preference Capitalised 0 0 £5m £6m+ 0 0 a competitive change shares 20% software costs valuation advantage 0.6 1.8 Fixed assets 0 0 2016 2017 Debt Other working 0.6 -3.9 capital 1 2 3 4 5 6 7 8 9 10 11 7000 capital and solvency 5250 dividend profit target +21% 2016(£m) 2017(£m) AUA inflows revenue 3500 capital and solvency 16.2 16.3* Capital 1750 Capital solvency investment 4.7 6.9 £0m £4.9m 0 requirement +22% +41% +72% gross net 10bp £25bn on excludes 344% 236% efficiency -1750 Capital cover one-off £1.2m payment 2016 2017 -3500 *after payment of £4.9m dividend 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Cash, fixed assets, capital mix matrix other working capital matrix technology profitablility profit technology investment 2016 (£m) 2017 (£m) 17% 2016 (£m) 2017 (£m) balance balance sheet Cash 15 18.4 scale valuation 16.2 16.3 Equity Intangible 0 0 sheet assets solvency position Preference Capitalised 0 0 £5m £6m+ 0 0 a competitive change shares 20% software costs valuation advantage 0.6 1.8 Fixed assets 0 0 2016 2017 Debt Other working 0.6 -3.9 capital 1 2 3 4 5 6 7 8 9 10 11 7000 capital and solvency 5250 dividend profit target +21% 2016(£m) 2017(£m) AUA inflows revenue 3500 capital and solvency 16.2 16.3* Capital 1750 Capital solvency investment 4.7 6.9 £0m £4.9m 0 requirement +22% +41% +72% gross net 10bp £25bn on excludes 344% 236% efficiency -1750 Capital cover one-off £1.2m payment 2016 2017 -3500 *after payment of £4.9m dividend 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
find (and keep) the best people and help make them become truly brilliant through remarkable leadership.
find (and keep) the best people and help make them become truly brilliant through remarkable leadership.
find (and keep) the best people and help make them become truly brilliant through remarkable leadership.
To win in the marketplace, find (and keep) the best people and you must help make them become truly brilliant first win in through remarkable leadership. the workplace. Doug Conant, former CEO Campbell’s Soup
“What if you train people and they leave? What if you don’t and they stay?”
“What if you train people and they leave? What if you don’t and they stay?” value creation outcomes capacity building financial impact
To win in the marketplace, find (and keep) the best people and you must help make them become truly brilliant first win in through remarkable leadership. the workplace. Doug Conant, former CEO Campbell’s Soup value capacity financial
To win in the marketplace, find (and keep) the best people and you must help make them become truly brilliant first win in through remarkable leadership. the workplace. Doug Conant, former CEO Campbell’s Soup value capacity financial
To win in the marketplace, find (and keep) the best people and you must help make them become truly brilliant first win in through remarkable leadership. Ross Thomson the workplace. Ross Doug Conant, former CEO Senior Campbell’s Soup platform analyst value Six years at Nucleus, capacity enjoys music festivals (and beer) financial
To win in the marketplace, find (and keep) the best people and you must help make them become truly brilliant first win in through remarkable leadership. the workplace. Ross Doug Conant, former CEO Campbell’s Soup value capacity financial
To win in the marketplace, find (and keep) the best people and you must help make them become truly brilliant first win in Leanne Mckenzie through remarkable leadership. the workplace. Ross Doug Conant, former CEO Business analyst Campbell’s Soup One and a half years at Nucleus, value loves outdoor adventure capacity Leanne financial
To win in the marketplace, find (and keep) the best people and you must help make them become truly brilliant first win in through remarkable leadership. the workplace. Ross Doug Conant, former CEO Campbell’s Soup value capacity Leanne financial
To win in the marketplace, find (and keep) the best people and you must help make them become truly brilliant first win in through remarkable leadership. the workplace. Ross Doug Conant, former CEO Campbell’s Soup value capacity Leanne financial
To win in the marketplace, find (and keep) the best people and you must help make them become truly brilliant first win in Ellen Norrie through remarkable leadership. the workplace. Ellen Ross Doug Conant, former CEO People and Campbell’s Soup development coordinator value Two years at Nucleus, capacity 10 years in the Fleet Air Arm - Leanne financial Royal Navy
To win in the marketplace, find (and keep) the best people and you must help make them become truly brilliant first win in through remarkable leadership. the workplace. Ellen Ross Doug Conant, former CEO Campbell’s Soup value capacity Leanne financial
To win in the marketplace, find (and keep) the best people and you must help make them become truly brilliant first win in through remarkable leadership. the workplace. Ellen Ross Doug Conant, former CEO Campbell’s Soup 1/3 of hires value were referrals capacity £250k Leanne financial
To win in the marketplace, find (and keep) the best people and you must help make them become truly brilliant first win in through remarkable leadership. Katie Barton the workplace. Ellen Ross Doug Conant, former CEO Account manager Campbell’s Soup Two years 1/3 of hires at Nucleus, value were referrals likes hanging out with Eddie Izzard capacity £250k Leanne Katie financial
To win in the marketplace, find (and keep) the best people and you must help make them become truly brilliant first win in through remarkable leadership. the workplace. Ellen Ross Doug Conant, former CEO Campbell’s Soup 1/3 of hires value were referrals capacity £250k Leanne Katie financial
To win in the “Do not tolerate marketplace, brilliant jerks. find (and keep) the best people and you must The cost to help make them become truly brilliant first win in teamwork is through remarkable leadership. the workplace. too high” Ellen Ross Doug Conant, former CEO Reed Hastings, CEO Netfix Campbell’s Soup 1/3 of hires value were referrals capacity £250k Leanne Katie financial
To win in the “Do not tolerate marketplace, job seekers in brilliant jerks. find (and keep) the best people and you must 90% the market place The cost to help make them become truly brilliant first win in culture ahead of teamwork is through remarkable leadership. the workplace. compensation too high” Ellen Ross Doug Conant, former CEO Reed Hastings, CEO Netfix Campbell’s Soup 1/3 of hires value were referrals capacity £250k Leanne Katie financial
To win in the “Do not tolerate marketplace, job seekers in brilliant jerks. find (and keep) the best people and you must 90% the market place The cost to help make them become truly brilliant first win in culture ahead of teamwork is through remarkable leadership. the workplace. compensation too high” Ellen Ross Doug Conant, former CEO Reed Hastings, CEO Netfix Campbell’s Soup 1/3 of hires value were referrals Nucleus people EX = capacity doubling down on being human £250k Leanne Katie financial
In business terms what is your main concern or challenge over the next year? 40% 27% 13% 0% Regulation Business growth Recruitment Costs Economics / market 2018 2017 2016
What do you see as the main opportunity over the next year? 50% 33% 17% 0% The need for Pension transfers Building / The advice gap Investment solutions / financial planning / advice Improving business opportunities services 2018 2017 2016
key numbers from 2017
key numbers from 2017 new firms in 2017
key numbers from 2017 new firms in 2017 gross inflows existing clients new 20% 11,387 clients £145k £2.6bn from new 29,570 £1bn £1.6bn clients average size
new top-ups clients from gross average existing inflows size 11,387 from new £2.6bn +20% clients £1bn £1.6bn
new top-ups clients from gross average existing inflows size 11,387 from new £2.6bn +20% clients £1bn £1.6bn new firms in 2017
new firms in 2017
new firms in 2017
new top-ups clients from gross average existing inflows size 11,387 from new £2.6bn +20% clients £1bn £1.6bn
new top-ups clients from gross average existing inflows size 11,387 from new £2.6bn +20% clients £1bn £1.6bn capacity building
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