A leading regional brokerage firm came to McLagan seeking counsel regarding its Financial Advisor compensation plan. The existing plan at the time was difficult to understand, did not have a clear link between desired behaviors and incentives, and was not well aligned with market payouts.
The Head of the Equipment Finance Division at a regional bank came to McLagan seeking advice regarding the commission plans in place for the origination staff. The bank was utilizing 10 different commission plans and these plans were paying out above the market.
A Middle East-based investment bank engaged McLagan to help develop a new compensation strategy. Volatile markets in 2006 in the region made the concept of stand alone incentive plans difficult to accept.
Recent legislation in the Kingdom of Saudi Arabia had required the local Commercial and Retail banks to spin off their investment banking, brokerage, and asset management businesses.
A Middle East-based investment firm engaged McLagan to review the firm’s compensation position and to give feedback on the existing term compensation plans.
A leading independent energy and commodities focused private equity firm, with over $7 billion of invested and committed capital, recently solicited consultation from the McLagan Private Equity team.
A firm that has partnered with McLagan previously on a multitude of projects approached us once again to advise on, design, and implement a sales commission scheme for retail brokerage staff.
A leading US based Private Bank had weak sales, high client attrition and a high cost of sales. After a leading strategy consulting firm’s compensation plan recommendations did not achieve the targeted cost savings, McLagan was asked to review client team compensation.
A firm headquartered in the Asia Pacific region approached McLagan seeking counsel regarding its incentive funding levels and practices for its capital markets and corporate banking lines of business.
A $9 billion community bank had grown rapidly over the past three years through acquisition, expanding its footprint and its lines of business. During this time, the composition of its board of directors and executive ranks changed significantly. The bank’s salary and grade structure had not kept up with the growth in the employee base and the different geographies it now served.