“Where PSGS are appointed to act in conjunction with an existing body of trustees, we have found that they are quickly able to fit in well and gain the trust and respect of their co-trustees. ”
“It’s a pleasure working with key members of the PSGS team: their experience and leadership means that they know how to get the job done, working in partnership with fellow trustees, employers and advisers to achieve the best result for members.”
“I would recommend them to anyone - I have dealt with a number of other independent trustee firms and would rate PSGS as the best. We are very happy with Mark and the service we get.”
“The work that has been done has been delivered beyond expectations.”
“The trustee training was a very well-paced overview which gave opportunity to explore ideas and question more deeply at key points.”
“They are very proactive and full of new ideas, they've brought better scheduling and better minute sets.”
Fiduciary management is certainly popular and, with the CMA review, particularly topical. The thing is, pension trustees really need to be sure they know what they’re buying. Well, actually, they need to be sure they know what they want and that what they’re buying is the same as what they want!
I was appointed professional trustee to a new client and, unusually, attended my first pension trustee meeting for them that same day. The trustees had taken investment advice and were about to act on this advice and implement a revised investment strategy.
During the discussion on this agenda item, it became clear the advice the pension trustees had received (and were about to implement) didn’t match what they were actually looking for. Alarm bells were ringing. As a professional trustee I needed to make sure the board progressed on the right foot, but it was my first meeting and I also needed to make sure I developed the right working relationships for the future. What’s a lady to do?
Although it was my first meeting, I was able to support my co-trustees in re-examining the decision by explaining the difference between what it is they understood they were getting (full fiduciary management) and what they would be getting if they went ahead as planned (an investment platform providing a partial delegation solution). The decision to implement wasn’t taken that day and I was able to help the pension trustee board select a new investment adviser and progress to implement an appropriate solution shortly thereafter.
Fiduciary management is complex. It has several different names, forms and each fiduciary manager has particular strengths and weaknesses. I’m fortunate being part of a professional trustee firm where we get training and share expertise and experience across a wide range of clients. It means I can be confident in my knowledge but can see just how confusing it can be for others.
My advice for other pension trustees? It isn’t worth risking making a decision that is difficult and expensive to undo - expert help is critical and, as the CMA tells, us, that help has to be independent.
7 Apr 2020
Pension trustees (as data controllers) must report a personal data breach that creates risk for individuals to the Information Commissioner’s...
31 Mar 2020
This Covid-19 world certainly is crazy. Implications are far reaching and pensions are not immune – a very real example being the ‘coronavirus...
12 Mar 2020
Sometimes, as it turns out, pension consultants can be too clever by half. What seemed like a good idea at the time turns out to be painful,...