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​They are very proactive and full of new ideas, they've brought better scheduling and better minute sets.
Paul Rudd,
Express Newspapers
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Jonathan Williams ,
Bangor University
The work that has been done has been delivered beyond expectations.
Head of Trustee Services
Ever increasing regulation has placed a heavy burden on trustees both in terms of time and the risk of non-compliance. PSGS has the experience and the resources to help trustees manage these burdens.
Mark Atkinson,
Partner at CMS Cameron McKenna
​Mike is a great secretary. He does a really good job for us.
Clare Cairns,
Campden BRI Group
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.
Mark Smith,
Partner at Taylor Wessing

Fiduciary management: are you sure you know what you’re buying?

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!

An example…

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.

 

 

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