How Wealth Management will Grow: Three New Client Segments


The future growth of Wealth Management is characterized by distinctive opportunities that set it apart from traditional “financial advisory.” Let's explore the client segments that set wealth management apart from the traditional financial advisory.

Fast-Growth Segments: The industry is witnessing the emergence of three investor segments that show signs of significant and lasting growth: Women, engaged First-time Investors, and Hybrid affluent investors.

  1. Women are taking center stage as investors. With women currently controlling a third of total Canadian household investable assets, this share is expected to grow as baby boomer men pass control of assets to their female spouses. By 2030, women are projected to control a significant portion of the $30 trillion in investable assets baby boomers possess, presenting a wealth transfer not seen before. Younger affluent women are also becoming more financially savvy, contributing to the growth of this segment. Wealth Management firms are deeply embedded in their current business model to be able to deliver on highly personalized client service which the female segment values. In comparison, traditional financial advisors offer a one-size fits all service model.

  2. Engaged first-time investors are opening accounts at an unprecedented rate. The elimination of online brokerage commissions and access to fractional share capabilities, combined with pandemic-related trends such as high savings rates, have fueled the growth of this segment. While sustaining the exponential growth might be challenging, Wealth Managers can serve this segment by meeting their demand for direct brokerage-based investing and building deeper relationships based on their personal values. Wealth Management goes beyond trading and the typical Reddit advice. Wealth Management has a customized wealth plan for each client and keeps to the investment strategy plan to achieve long-term goals.

  3. Hybrid affluent investors offer an opportunity for differentiation. This segment, comprising investors with at least one self-directed account and a traditional advisor, has witnessed substantial growth. To capitalize on this trend, Wealth Managers need to offer both direct brokerage and advisor-led offerings with a seamlessly integrated experience. This requires careful management of channel conflicts and potential revenue cannibalization. Here is where boutique Wealth Managers may need to focus for future growth.



The Best Wealth Managers Do it Differently

With many expert voices advising how to invest, wealth managers face increasing challenges in remaining competitive. The FinTech and WealthTech founders speaking at the Collision Conference in Toronto give clues about the strategic direction for Wealth Management. To stand out to potential clients, the best wealth managers need to step up their technology and adopt unique strategies to attract and retain clients. While you are at the Collision conference, here are three key strategies by McKinsey to keep in mind that could set leading wealth managers apart from the rest: 1. Creating an institutionalized lead generation system, 2. Building new businesses close to the core or in adjacencies, and 3. Pursuing strategic mergers and acquisitions (M&A).

Create an Institutionalized Lead Generation System: While lead generation is a critical aspect of any business, few wealth managers have fully institutionalized and optimized this process. Often, the reason is political and how to allocate which Financial Advisors to pursue the wealthy, well-known prospective clients and families. Technology will sort out these issues.

By investing in data infrastructure, and advanced analytics technology, wealth managers can develop a centralized and effective lead generation system. This system can help accelerate organic growth by attracting new clients and deepening relationships with existing ones, even in lower-value offerings or adjacent business units. During times of volatility, when money is in motion, having a robust lead generation system becomes even more pertinent. It gives depth such as knowing Next Generation family members and increases the ability of the Financial Advisor to get ahead of succession plans.

The benefits of a well-executed lead generation system are numerous. It enhances the firm's attractiveness to highly sought-after advisors, fosters stronger client relationships, lowers compensation as a percentage of revenue, and creates new opportunities for strategic M&A. While implementing such a system requires investment, the costs should be weighed against the significant benefits they unlock. For instance, acquiring a $1 million relationship can generate $50,000 to $70,000 in advisory fees over a decade, justifying a higher client acquisition cost.

Build New Businesses Close to the Core or in Adjacencies: To ensure sustainable growth, wealth managers must go beyond relying solely on the past ten years’ method of growth which has been depending on market appreciation and advisor recruiting. Developing new, digitally enabled business models tailored to serve existing or new client segments is key. Additionally, tapping into adjacent revenue streams, such as banking, lending, asset management, retirement, or payments, can open new avenues for growth. Clients appreciate their Wealth Management firm acting as a Family Office and doing detailed direct payments to the private school or retirement home, not only their monthly lifestyle payment.

Success in building new businesses hinges on several universal factors. Wealth managers should adopt a client-centric approach, constantly iterate with clients to understand their needs, allocate appropriate funding to ventures, and maintain a link to the core business to leverage existing strengths while remaining agile. The Collision companies can bring fresh approaches and many banks, such as Desjardin, are bringing onboard FinTechs.

Pursue Mergers and Acquisitions (M&A): Strategic M&A plays a pivotal role in the growth strategy of leading wealth managers. Three major M&A themes are expected to shape dealmaking in the wealth management industry in the coming months. Firstly, there will be a focus on platform synergies. Secondly, firms will seek transactions that enable entry into adjacent revenue pools, such as asset management, banking, retirement, or payments. Lastly, wealth managers will pursue acquisitions to gain capabilities crucial for future growth, including digital advice, planning, and wealth technology such as tracking all your financial records with passwords to be able to deal with the unexpected, leaving you incapacitated.

Despite the challenging environment, the best wealth managers understand the importance of making bold moves early. By proactively building resilience through rigourous financial planning and decisive action, they position themselves to weather storms and deliver the sustainable growth UHNW clients expect. As the saying goes, fortune favors the brave, even in times of uncertainty.

In a competitive wealth management landscape, the best wealth managers differentiate themselves through their strategic approach. By creating an institutionalized lead generation system, building new businesses close to the core or in adjacencies, and pursuing strategic M&A, these firms position themselves for long-term success. It is essential for wealth managers to embrace innovation, take calculated risks, and adapt to evolving client needs to thrive in an ever-changing industry.

Why Board Directors need to spend more time on Foresight.

Exciting news! Join me and fellow ICD SWO members for our Annual Social: Navigating the Future with David Beatty on Thursday, May 25th from 4pm to 7pm ET at the Galt Country Club in Cambridge ON, with a virtual option available.

We are thrilled to have Professor David Beatty, a renowned corporate governance expert, join us to share his unique perspective on why boards need to work more on foresight, The Digital Tsunami and how Boards are transforming. You won't want to miss out on gaining valuable insights from his presentation.

Following David's talk, there will be plenty of opportunity to connect and network with other members of ICD SWO. For those who can't attend in person, the speaker portion will be livestreamed so you can still join in on the discussion.

Best of all, as a thank you for being a valued member, this event is COMPLIMENTARY for all ICD SWO members. We can't wait to see you there!

Value or Values?

Investing is not just about financial gain, but also about the impact it has on the world we live in. In recent years, there has been a growing interest in socially responsible investment (SRI) as investors seek to align their investments with their personal values. What constitutes socially responsible investing?

Firstly, let's define what we mean by SRI. It is an investment strategy that seeks to generate financial returns while also making a positive impact on society and the environment. SRI can take various forms, from avoiding investments in companies that engage in harmful practices to actively seeking out investments in companies that are making a positive impact.

The survey reveals that many investors are keen to invest in a socially responsible manner, with the younger generation being particularly interested. However, there is confusion around what constitutes SRI, and how best to invest responsibly. This confusion is not surprising, given the increasing number of new offerings in this area.

The survey also reveals that 51% of respondents actively undertake investments which are in keeping with their values. Of those, 25% employ an SRI strategy, actively seeking out investments that reduce environmental impacts or demonstrate employment best practice. 15% engage in 'impact investing,' either directly, in partnership with other families or through funds.

While it is encouraging to see that investors are seeking to align their investments with their values, the survey also highlights that very few have clear criteria for how much investment return they are prepared to forego to invest responsibly. This is an important consideration, as it is often assumed that socially responsible investing involves sacrificing returns in favour of doing good. However, there is growing evidence that companies with strong environmental, social, and governance (ESG) practices can outperform their peers over the long term.

So, how can investors approach socially responsible investing? One way is to consider incorporating ESG criteria into their investment decision-making process. This involves considering factors such as a company's environmental impact, treatment of employees, and corporate governance alongside traditional financial metrics. By doing so, investors can identify companies that are not only financially sound but also have strong ESG practices.

Another approach is to invest in funds or products that have a specific focus on social and environmental impact. These could include funds that invest in companies with strong ESG practices or funds that specifically target areas such as renewable energy or affordable housing.

In conclusion, socially responsible investing is about more than just financial returns. It is about aligning your investments with your personal values and making a positive impact on the world we live in. While there is still some confusion around what constitutes SRI, there are various approaches investors can take, from incorporating ESG criteria into their investment decision-making process to investing in funds that target specific social and environmental impact areas. Ultimately, by investing in a socially responsible manner, investors can not only make a positive impact but also potentially achieve strong financial returns over the long term.

Family Controlled Business Outperform Over the Long Run

If you're looking for a compelling read on business management and strategy, look no further than "Managing for the Long Run: Lessons in Competitive Advantage from Great Family Businesses" by Danny Miller and Isabelle Le Breton-Miller. This book about family-controlled businesses (FCB) offers a wealth of knowledge and insight into what makes family-controlled businesses so successful, using real-world examples from companies like Estee Lauder. These lessons can be applied to Founder led companies.

The superb TV show, Succession, gives a window into the behind-the-scenes personal dramas of being part of a family-controlled business. The show acts out the difficulty of combining family and business where impetuous comments linger far beyond the board room and decisions made by the patriarch still knife the grown-up children’s self-esteem and damage family relationships. The Roy family did have a session with an advisor to get out their feelings. The advisor ended up diving into a shallow pool and smashing his mouth. Symbolic. For family business aficionados, Succession is a veritable treasure trove of bad business practices in the areas of control and governance.

Family-controlled businesses are beset by inherent weaknesses from "clan" cultures to stable ownership that hobble success and erode competitive advantage. This book argues that those very traits are part of what has ensured the sustained success of some of the world's leading and long-lived family-controlled businesses.

This is not a book for "mom and pop" family businesses. Rather, it is for firms of all kinds and sizes who want to emulate the strategies of the best family-controlled businesses for long-term success.

One of the most interesting case studies in the book is Estee Lauder, the cosmetics company that owns a wide swath of make-up brands, including Bobbi Brown and Clinique. What sets Estee Lauder apart from other beauty brands is the onus on family members to ensure that the business remains successful for generations to come. They dig deep to build each brand and are dedicated to beauty care.

The Lauder family has a long history of involvement in the company, with members serving as CEOs, board members, and even brand ambassadors. This level of familial involvement creates a strong sense of ownership and responsibility for the company's success. When family members are directly involved in the business, they are more likely to make decisions with the long-term future of the company in mind.

One of the key takeaways from "Managing for the Long Run" is the importance of creating a culture of sustainability and resilience within a family business. Family-controlled businesses have a unique advantage in this regard, as they are often more focused on the long-term success of the company rather than short-term profits.

The book also highlights the importance of strategic planning and innovation in family businesses. Family members must be willing to adapt to changing market conditions and embrace new technologies and trends to stay competitive. This requires a willingness to take risks and experiment with new ideas, something that can be challenging for businesses that have been operating successfully for many years.

Overall, "Managing for the Long Run" is a must-read for anyone interested in business management and strategy, especially those involved in family-controlled businesses. The book offers valuable insights into what makes these types of companies so successful, and how they can continue to thrive in an ever-changing business landscape. If you're looking for inspiration and practical advice on how to build a sustainable and competitive business, this book is definitely worth a read.

There is plenty of folk wisdom about how family businesses perform versus non-family counterparts. This book, however, combines extensive data with insights that not only compare performance but explain the root causes. It is extremely helpful for executives, directors and owners of family companies. Not only that, but public companies could learn much from it.

Danny Miller is a Professor of Strategy at HEC Montreal and Chair in Family Enterprise & Strategy at the University of Alberta. Isabelle Le Breton-Miller is a human resources consultant and Senior Research Associate at the Center for Entrepreneurship and Family Enterprise at the University of Alberta.

Can Your Business Run Without You?

As a business owner, your business is your greatest source of wealth. Have you considered if your company can run without you? Whether you want to sell some or all of your business, or simply step away from day-to-day business activities, this is an important question to ask. Join our panel discussion at the Business Transition Forum (BTF) where we'll be exploring the key steps to ensure your business can run by itself and the wealth that can be gained long-term by starting with difficult short-term changes, such as hiring a new CEO or board of directors.

Pro-tip: a business that can run by itself is usually more appealing to potential buyers

Our BTF panelists will be sharing details. Julie Ellis, co-owner of Mabel’s Labels, Richard McCammon, former founder of Delago, John Hotson, and Jacoline Loewen, will be discussing the top questions that buyers ask when considering purchasing a business, and how to ensure that your business can run smoothly without you. Some key questions we'll be answering include: What are the top three pieces of advice for entrepreneurs wanting their business to run without them? What's blocking owners from having the business run without them? And the lead question a potential buyer will ask.

We'll be sharing some tough, real-life examples and stories of success and failures from our panelists' experience, such as finding a successor CEO. We'll also cover questions experienced during their sales process. Buyer questions include whether key processes and systems can run smoothly without your direct involvement. if you have developed a team with the necessary skills and autonomy to make decisions and take action in your absence, and if you have considered the potential benefits of stepping back from day-to-day operations.

Join us for this insightful discussion to position your business for greater growth, a longer legacy, and a more successful transition.

Good lawyers get up close and personal with family businesses

JACOLINE LOEWEN, CONTRIBUTED TO THE GLOBE AND MAIL

David Simpson knows all too well the tough battles that need to be fought to successfully transition a family business. He has worked with many of Canada's leading family businesses and he has worked in one himself, with his brother. He now teaches the next generation of entrepreneurs at the Richard Ivey School of Business MBA program in London, Ont

He also knows the important role played by lawyers.

"When talking about transition success, your long-time lawyer may not let you in on a little secret," says the founder of the Ivey Business Families Centre. "The lawyer may not ask if you realize that the legal documentation of your transition or success strategy is the easiest part of the succession process."

Is Mr. Simpson implying that family business lawyers have it easy? Not at all.

A family firm lawyer will know the law, but a good lawyer will also get to know the family very intimately and how the members interact. This close and frequently personal relationship brings its own set of challenges, often requiring a lawyer to step outside of the legal box. The lawyer is like a ring master, advising the owner on when to call in experts to deal with various non-legal family issues encountered when running a business and balancing the long-term succession planning.

"The toughest part of transition is asking three key questions, which have nothing to do with the law or the business itself, but they will challenge every family business," Mr. Simpson says.

His questions are as follows:

·       Does your family speak the same language? A successful transition requires a common frame of reference, and even the simplest everyday terms such as “soon” – as in we’ll meet soon on that – or “long term” can mean different things to each family member. A daughter might ask to run a philanthropy event, but when the founder says ‘we can do it later,’ it means next year. Meanwhile, the daughter thinks her father means next month and conflict arises. It is critically important to meet together as a family to work out common frames of reference to avoid misinterpretations within the family, which can then spill over and confuse staff, customers and other stakeholders.

·       Are the children dependent on the business? While children are growing up, they are dependent on their parents. When the business relationship is added to the family dynamic, it can be emotionally difficult for adult children. They have to be at peace with working for a parent while competing with their parents’ legacy goals for the other “baby” in the family: the family business. Children need to realize that their livelihood may not come from the family business if their skills are not a good fit with the requirements of the industry. Author and family business adviser David Bork said it best: “The purpose of family is to raise responsible adults, who have high self-esteem and can function independently in the world – acceptance is unconditional.” Now compare that unconditional love with Mr. Bork’s description of the uncompromising world of business: “The purpose of business is to generate profits! Acceptance is based on skills, competence, the ability to produce and perform.”

·       Have you discussed personal goals within the family? It is critical for the leader who is passing the torch to not snare the next generation in a trap. There can often be a conflict between the founder and his vision of how the legacy will continue and the next generation’s goals. For example, the younger generation might want to move marketing efforts online and use Google Adwords, Facebook and Twitter. The founder says, “What’s this Facebook – it’s for teenagers?” or “I don’t want to tweet,” and puts a kibosh on the plan. To pass the torch to a new generation, a founder needs to grant full freedom. Great families honour the founding entrepreneurs and understand stewardship of family assets, but they are also mindful that success lies in allowing the next generation to remain entrepreneurs. This means providing the new leadership with the fullest autonomy to take the business in new directions.

What Does Your Investment Teaser Need to Gain Attention

As I write an “Investment Teaser” or one page summary of a business for sale, I thought I would share with you the key points to include.

An investment teaser is a one or two-slide summary of a potential sales process that does not release the name of the potential target company, in order to maintain the company’s identity as confidential. A teaser should include the unique selling points of the company while ensuring that the value of the business is understood by a large audience. Tricky to achieve!

Industry Overview: The healthcare industry is rapidly evolving with the introduction of innovative technologies that provide efficient and effective healthcare services. Our target company operates in the healthcare technology sector, which is experiencing strong growth and a highly competitive landscape. The company has developed unique and cutting-edge technology that is transforming the industry, with a focus on providing personalized care and improving patient outcomes.

Business Description: Our target company is a leading provider of healthcare technology solutions that cater to hospitals, clinics, and healthcare providers. The company offers a suite of products and services that enable healthcare providers to streamline their operations, increase efficiency, and improve patient care. Its proprietary software platform allows healthcare providers to manage patient records, track medications, and monitor patient progress in real-time.

Location: The company is headquartered in the United States, with operations in several other countries. Its presence in strategic locations enables it to cater to a wide range of customers and expand its market share globally.

Financial Summary: The company's revenue has grown at a CAGR of 25% over the past five years, and it is projected to continue its strong growth trajectory in the coming years. Its EBITDA margins are forecasted to reach 20% in the next three years. The company is seeking investment from private equity firms, venture capitalists, or strategic investors, with a revenue range of US$50 million to US$500 million.

Investment Rationale: The company's unique technology, proprietary software platform, and focus on personalized care provide a significant competitive advantage. Its recurring revenue model, strong customer base, and global market presence offer a compelling investment opportunity. The company's cutting-edge technology and its ability to transform the healthcare industry make it an attractive investment for investors looking for high-growth opportunities in the healthcare technology sector.

Customer Overview: The company has a diverse customer base that includes some of the largest hospitals and healthcare providers globally. Its customers include renowned healthcare brands, such as Mayo Clinic, Cleveland Clinic, and Johns Hopkins Medicine, which are testament to the company's credibility and expertise in the healthcare technology industry.

Transaction Structure: The company is open to exploring various transaction structures, including a complete sale of the business or a carve-out. The preferred transaction structure will depend on the type of investor and the investment objectives.

Decisions When Setting Up a Family Office

You are thinking about setting up a Family Office but are wanting to know what are the decisions you will need to make. A good step is to start with your strategy or compass.

Launching a family office can be a complex and involved process, and requires careful planning and execution. In order to create a successful family office, it is important to have a clear strategy or compass that outlines the mission, values, and vision of the office, as well as the scope of services and activities that it will provide. A “Compass” will reduce family misunderstandings and potential friction. Here are some key elements you can use to consider when creating a family office blueprint:

Mission, Values, and Vision: These three elements are essential to defining the purpose and aspirations of the family office. The mission statement should articulate the overarching goal of the office, while the values statement should outline the guiding principles that will govern its operations. The vision statement should provide a long-term view of what the office hopes to achieve.

Scope of Services and Activities: The family office should clearly outline the services and activities it will provide to its members. This could include wealth management services, investment advice, estate planning, tax planning, philanthropic services, and more. It is also important to consider whether the office will provide staggered services for different family members, or whether it will provide all services to all family members. Additionally, a masterclass in investing and due diligence of the portfolio could be considered.

Financial Situation and Future Goals: A thorough analysis of the family's current financial situation is essential to creating a successful family office. This should include an assessment of assets and liabilities, as well as an evaluation of future goals and objectives. It is important to understand the family's financial needs and priorities in order to develop an effective long-term investment strategy.

Risk Tolerance and Investment Objectives: Determining acceptable risk levels and investment aims is crucial to creating a successful investment strategy. The family office should work with its members to identify their risk tolerance and investment objectives, and then develop a plan that aligns with these goals.

Long-Term Investment Strategy: Developing a comprehensive long-term investment strategy is essential to achieving the family's financial goals. This should include a plan for asset allocation and diversification, as well as an evaluation of potential investment opportunities.

Governance and Decision Making: Establishing the family office's organizational structure and decision-making processes is critical to ensuring that it operates effectively. This should include clear guidelines on who has decision-making authority, as well as how decisions are made. Additionally, it is important to establish clear accountabilities, such as attending meetings and participating in decision-making processes.

Key Stakeholders: Recognizing crucial family members, advisors, and service providers is important to the success of the family office. This should include identifying key stakeholders and developing strategies for engaging with them effectively.

Operational Capabilities: Assessing the family office's infrastructure and capacity is essential to ensuring that it can deliver the services and activities outlined in its scope. This should include an evaluation of staffing needs, as well as an assessment of the technology and systems required to support the office's operations.

Monitoring and Evaluation: Having an external expert to track progress towards goals. Remember to celebrate the wins!

In conclusion, launching a family office requires careful planning and execution. By following these key elements outlined above, you can create a successful family office that supports your family's financial goals and objectives. It is important to remember that the family office blueprint is a living document and should be regularly reviewed and updated to ensure that it remains relevant and effective over time

Five Questions to Ask Before You Set Up Your Family Office

Congratulations on selling your business and acquiring new wealth! Here are five questions an entrepreneur needs to ask when setting up a family office:

  1. What are my family's values and long-term goals? Understanding your family's values and goals is essential in creating a comprehensive wealth management plan. Do you want to invest in a specific industry or cause? Do you want to leave a legacy for future generations? Would you like to involve your family now? Would you prefer to manage the wealth without your spouse and children or do you want to be transparent about your plans? Answering these questions can help shape the structure and strategy of your family office. This part can be the stumbling block to moving forward and I recommend doing this quickly. Write down a few notes about your own attitudes to money and how you made wealth. You can come back to it and review and embellish it. Family office experts say that trying to do values to please the family can take years. Rather get something down on paper and move to step two.

  2. What services do I need from a family office? A family office can offer a range of services beyond investment management, including philanthropy, estate planning, tax management, and family governance. Some families want to be able to ask for the administration, taxes, payment of bills, and so on, to be done for them too. Determine which services you need based on your family's specific needs. Check with your spouse who may have different preferences to add to yours. Your spouse, daughters, and sons, may have different approaches to wealth and investing. Pick investment partners who want to include your spouse and children in the conversation and who can offer alternative options to pick up on family members’ different goals. This could also include a Masterclass in investing or lunches with experts, in order to grow their knowledge. Although many men want to run the money alone and do not include their spouse, research shows you will have a much happier retirement. By including your partner, even with an annual portfolio review and lunch with your family office experts, you are giving the gift of knowledge. Teach or explain why you have selected these trusted advisors to manage the family wealth. I often have fathers dismiss their daughters’ attitudes to money as they are watching for natural curiosity and excitement over growing wealth. I believe holding back is a bit of putting the horse before the carriage. Interest and responsibility in wealth management are often not going to happen unless the father takes their offspring through a personalized “Life Lessons about Wealth” masterclass. Then miracles will happen.

  3. How much control do I want to maintain over my investments? Family offices offer varying levels of control and involvement in the investment process. Some may prefer to take a hands-on approach, while others may prefer to delegate most of the decision-making to a professional wealth manager. Often, it is the death of a best friend that can trigger the entrepreneur to realize they need to make it simple for their beneficiaries to find their wealth and take over. Only then will they begin to transfer shared knowledge of the investments and where they are scattered. Staging the amount of control is a good option to consider. At the least, introduce your spouse and beneficiaries to your family office so that they are not left scrambling if you are not able to communicate your wishes.

  4. How much risk am I willing to take on? As with any investment strategy, there are risks involved. Too often, entrepreneurs who are used to living with high risk every day, carry over that risk attitude to their investment portfolio. Having an expert will protect you from your own investment psychology. You will have a plan and be able to resist emotional investing with your friends to be part of their group. Determine your family's risk tolerance and work with your family office to develop a customized investment plan that aligns with your risk profile.

  5. How do I choose the right family office for my needs? Research and evaluate potential family offices based on their expertise, experience, reputation, and fees. Consider their investment performance, client service, and alignment with your family's values and goals. A single-family office usually is set up with $100K of investable assets. Other options are multi-family offices that manage usually over ten similar families with wealth. Firms that are “asset gatherers” are also good partners as they have an investment focus and are not trying to be everything to everyone. A good fit is critical to the success of your family office.

A conversation with Ken Wong, marketing guru, and Tony Chapman

I recently listened to an episode of "Chatter That Matters" podcast hosted by Tony Chapman and featuring Ken Wong, Marketing Guru. The episode was focused on supporting entrepreneurs and providing practical tips for building a successful business.

One thing I really appreciated about this podcast was the relaxed and conversational tone between Tony and Ken, who had great chemistry. It really felt like they were having a genuine conversation, sharing personal views about the growth of entrepreneurism and then personal insights into the state of education here in Canada. It made me wonder what will the impact be on the future of entrepreneurship and business development.

I have a personal thank you to Ken. I appreciated the help he gave me with my book, Money Magnet: How to Attract Investors to Your Business. For his support and enthusiasm, I remain eternally grateful.

Thank you, Tonay and Ken. Inspiring and a great boost for 2023.

5 Questions for the Family Office

At a presentation by Carbon Cap, visiting Toronto this week, I sat next to one of the top family office owners, not their CFO but the family member who has taken over his family’s wealth. He told me how difficult it was to choose investments for his Family Office and to clear out the real investment opportunities versus the hot air. This conversation seems particularly relevant as the week continued and with the cratering of FTX, even Ontario Teachers’ Pension Plan had a loss of $75M CAD. Fortunately, that loss is minimal in OTPP’s larger portfolio, who has an excellent record as investors. It goes to show how difficult it can be to pick investments.

The Family Office owner is on the right track when he personally meets with investment teams and asks direct questions.

Every Family Office has a list of standard questions to investigate before investing and to ask again on the annual review. Mike Azlen, Founder and CEO of Carbon Cap, shared with me the top five questions he would recommend that every Family Office should ask and investigate.

Key Questions for Family Offices to Use:

1.       Alignment of interests (fees, third-party allocations, owners’ own investment alongside clients, conflicts of interest)

2.       Positive Referrals: always get at least 3 referrals from existing clients

3.       Length of time in business, infrastructure, and resources, profitability, headcount, and qualifications of key people. Be looking for turnover of key people.

4.       Investment track record (independently audited). What is their Governance quality - must-have board members with a strong track record.

5.       Fully regulated and no regulatory infractions audited financial statements, etc.

Women Worth and Wellness with RBC Wealth Management

RBC’s Paul Chapman presented the Women Worth & Wellness™ golf fundraiser with LPGA Winner Sandra Post. Over 50 women joined the golf event held at Duntroon Highlands Golf course to play the tournament and compete for best, drive, longest putt, and other prizes.

Net proceeds are for the Collingwood General & Marine Hospital Foundation (CGMHF) to support their continued focus on women’s health and wellness innovation.

Highlights

  • Coaching by Sandra Post and Mary Pat Quilty, PGA of Canada, from Settler’s Ghost Golf Academy, made sure everyone got personal attention.

  • From the CGMH Foundation, Jory Pritchard-Kerr gave details on the hospital’s fundraising efforts, focus on helping women, and the impact of the Wellness Innovation Fund

  • Art donation by Jacoline Loewen and Mary Jane Jones.

Commit to your business- Sam Walton and his 10 rules of business

Have you visited the Walmart museum? It s a tribute to one of the greatest miracles of modern business—a scrappy 5 and 10 store in Northwest Arkansas that somehow managed to become number one on the Fortune 500 and the Fortune Global 500. Regular readers of this blog know I focus frequently on how leadership has changed in the last few decades. But I was struck by founder Sam Walton’s 10 rules of business, posted on the museum wall, which still seem to strike all the right chords. They are, in short form:

  1. • Commit to your business.
    • Share your profits with your associates.
    • Motivate your partners.
    • Communicate everything you possibly can to your partners.
    • Appreciate everything your associates do for the business.
    • Celebrate your successes.
    • Listen to everyone in your company.
    • Exceed your customers’ expectations.
    • Control your expenses better than your competition.
    • Swim upstream.

I particularly like the last one, which was Mr. Sam’s way of saying: “disrupt yourself.” It is in my books, the hardest to achieve. It is why large companies slowly deflate and end.

Canada's Unicorns

Who are the most successful founders, and what do they have in common?

The 2022 Canada Unicorn Founders report by Antler gives an excellent overview of the Canadian entrepreneur scene. Read the full report is by Antler, a fund investing into Canada.

There are 56 founders from 26 unicorns that were founded in the last 27 years in Canada and are still privately held. While in the past, Canada’s tech ecosystem has had a reputation of being in the shadow of the US, perceptions are changing thanks to its tremendous success over the last five-to-seven years. In 2021 alone, we saw 15 Canadian startups attain unicorn status—more than the number of unicorns created in the entire history of the Canadian private sector before then. So far in 2022, six new Canadian unicorns have already emerged (source: Crunchbase data). This report is by Antler, a fund investing into Canada.

Exhibit 1: Canadian unicorn list by sector

Exhibit 2: Startups to reach the unicorn status in Canada by year

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