Case Studies
Please click on the links below to view individual case studies:
A large investment bank had been a regular participant in Z/Yen’s Operational Performance of Brokers surveys. These surveys benchmark post-execution performance as viewed by clients (Investment Managers, Hedge Funds, etc.) across securities and derivatives transactions.
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.
As a consistent participant in Z/Yen’s Settlement and Custody Fees surveys, a US bank wished to tailor the results of the surveys to meet their specific needs. Particularly, they wanted to identify specific markets where they could significantly reduce their transaction and custody costs paid to agent banks.
The Board of a specialized regional lender came to McLagan seeking counsel on competitive compensation and structure of total remuneration for its CEO as he approached retirement age.
The Board of a specialized regional lender came to McLagan seeking evaluation of total value of compensation and benefits provided to executive officers, in order to better understand the Bank’ s competitive positioning in regards to total remuneration.
A leading exchange engaged McLagan to assist them in their demutualization/IPO process. The exchange was in need of policies and programs relating to executive and director compensation that would allow them to compete with other public companies.
A large Financial Accounting firm came to McLagan seeking advice on its current level structure within its Information Technology group.
A large U.S. regional institutional broker wished to develop a five-year growth plan that would secure a stronger position and greater market share within the U.S. Equities business.
A European Institutional Equity firm wished to target growth in a select number of European markets, focusing on specific client locations.
A large U.S. bank was interested in potentially expanding its brokerage business abroad. Already with a mature presence in the U.S. market, the bank was looking to substantially grow its European equity trade volume.
A global investment bank came to McLagan seeking counsel regarding its salary practices. The bank lacked a formal salary structure and standardized job grades or job descriptions.
