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Jarden’s talent grab is at the vanguard of a splintering Australian industry

Australia’s funding banking panorama is altering. A wave of new entrants and boutiques is forming, mainly in Sydney and most of the time by plundering UBS or CLSA. They are attracted by a longtime market which may be profitable if you may get on the proper offers. But is it too well-covered for boutiques to thrive?

On May 8, the New Zealand monetary providers group Jarden formally introduced a new enterprise that was already the speak of the city. It had employed 4 of the largest names in Australian funding banking as its bridgehead for a new enterprise, Jarden Australia.

Robbie Vanderzeil, chief government of the new enterprise, was UBS’s chairman of funding banking and head of equities, and is acknowledged as one of the greatest capital markets bankers in the nation. Two different UBS heavyweights had been introduced as fellow basis leaders for Jarden Australia: Dane FitzGibbon, who was co-head of capital markets, and John Spencer, head of ECM syndicate.

Moving with them is Sarah Rennie, previously head of ECM at Goldman Sachs in Australia and a member of the Australian Takeovers Panel. Rennie is in all probability the most senior girl in Australian capital markets and regarded one other elite ECM banker.

Probably the largest structural change in funding banking globally over the final decade has been the rise of the impartial agency

– Sarah Rennie, Jarden Australia

What are they attempting to construct? “The leading Australasian-focused, independent investment and advisory firm that stays true to values of being client-centric and focusing on building long-term trusted adviser relationships,” says Rennie.

The preliminary response in the industry was shock. Jarden is a robust and storied title in New Zealand; the agency been round for 60 years. But till now it’s solely actual incursion into Australia had been a 30-year-long partnership with Credit Suisse.

Two questions instantly arose. Why would these main lights abandon some of the strongest funding banking operations in the nation for a Kiwi-backed startup? And what does Jarden suppose it is going to do in an already heavily-covered market?

“I think the key differentiator that Jarden Australia provides is the entrepreneurial opportunity to play a part in building a business and driving the strategic direction of the firm,” says Rennie. Working in a fast-paced, transactional enterprise with gifted folks “had always had strong appeal,” she says – that’s what all of them had at Goldman and UBS. “But knowing what we achieve will have a material impact on the firm’s success has added another motivating dimension to the role.”

The market thinks there’s a extra prosaic cause for going it alone. “It was purely a financial decision,” says a supply shut to 1 of the 4 co-founders. “If you have the opportunity to get a lot of equity in a startup, the boutique model is a good model: it’s very light on headcount, you don’t need to do too many transactions to be a profitable business and it can be very lucrative.”

Crowded discipline

That’s high quality if it really works. But Australian funding banking is already a crowded discipline. It definitely appeared from the early hires that Jarden Australia could be an ECM store; as Euromoney mentioned final month, that’s the place the cash has been recently. There’s an acceptance in the industry that there is a workable area of interest for a purely home ECM home in a approach that wouldn’t be the case with debt or advisory. The pockets of capital accessible for fairness funding domestically are huge, anchored by the A$three trillion ($2.1 trillion) superannuation fund industry. Still, worldwide banks argue that they win enterprise as a result of of their world distribution community and their means to supply purchasers and transactions offshore.

“That’s why I think boutiques like Jarden will struggle,” says one funding banking head at a bulge bracket agency. “They will be fierce competitors in domestic equities I’m sure, but in the broader business that’s a very small part of it.”

Jarden’s group chief government, James Lee, says he has been searching for a chance in Australia for a while, as the Australian and New Zealand capital markets have grow to be more and more synchronized. And by a month after the preliminary announcement, he had employed one other 5 bankers, together with one other massive UBS title, Aidan Allen, co-head of funding banking for UBS Australia. Allen, it seems, will grow to be a fifth basis member.

Yet extra UBS figures, analysis analyst Kieran Chidgey and authorized counsel SooJin Yoon, had been employed, in addition to Goldman company advisory banker Millie Horton and Credit Suisse equities gross sales dealer Chris Tolj. Just a few weeks later got here nonetheless one other UBS rent – Enrico Musso. And one other – Ben Gilbert. Then Stuart Archibald from Morgan Stanley.

The Aussie market was prepared, in our view, and you will note extra change… It is fragmenting very quick and can proceed to take action over the coming years

– Michael Stock, Jefferies

The second spherical of hires was important for 2 causes. The first was that Allen and Horton will not be ECM bankers – they’re in company advisory and it is understood Allen will lead that group. That takes Jarden past what the industry anticipated them to be doing at startup and into M&A advisory. Moreover, Musso is not ECM or advisory however a debt capital markets banker. Archibald was a protection banker to hedge funds at Morgan Stanley and Gilbert is a client analyst who was deputy head of analysis at UBS.

The different was that Jarden had poached a banker from the group with which it has, at the time of writing, a persevering with partnership, particularly Credit Suisse. In the May announcement, Lee had particularly referred to the agency’s “30-year strategic alliance with Credit Suisse” and stated that “our two companies will continue to work collaboratively in the best interests of clients”.

Approached by Euromoney for remark, Richard Gibb, chief government of Credit Suisse Australia, says: “We continue to enjoy a strong partnership with Jarden, having jointly completed an equity raise for SkyCity” in June. And Rennie says: “Our two companies will continue to work collaboratively in the best interests of clients,” which is precisely what Lee stated again in May.

But if employees are transferring – and Jarden has additionally attracted a Credit Suisse consumer, HomeCo, collectively main a A$140 million fairness elevating for it alongside Goldman at the finish of June – one has to wonder if that relationship is tenable. Euromoney understands the affiliation settlement is being renegotiated.

Rise of the impartial

So the place’s the hole for Jarden?

“Probably the biggest structural change in investment banking globally over the last decade has been the rise of the independent firm,” says Rennie. She factors to the instance of Evercore, one of a number of corporations which have constructed full-service choices throughout company advisory, capital markets and equities: “With leaner but highly experienced teams. These independent firms have been very successful competing against the large global firms and we expect that trend to play out in Australia.”

Jarden – and its predecessor, First NZ Capital – has been a success story domestically in New Zealand just about because it was based in 1961. Rennie factors out that it has labored with some of Australasia’s largest corporations and establishments, nevertheless it is of course on a far smaller scale. Still, Rennie, like Lee, says that there are synergies.

“The firm has been on a growth and acquisition path over the past five years in New Zealand,” she says. “With Australia and New Zealand’s capital markets becoming increasingly synchronized, Jarden has for some time been looking at growth opportunities in the Australian market.” Now it’s taken a probability: “To take advantage of changes in the industry to establish a position of strength in Australia’s capital markets.”

It is a very aggressive market. When you get a new entrant, there are already 10-plus lively contributors in any half of the market

– Anthony Sweetman, UBS

There’s no query of the high quality of folks Jarden has assembled; established opponents don’t doubt that for a minute, broadly referring to the core founding bankers as some of the greatest in Australia. Instead, what they doubt is whether or not there’s room for a new enterprise with none worldwide operations to deliver to bear on the distribution and analysis facet.

“Fundamentally, success in investment banking is driven by the quality of the people and the advice they provide their corporate and securities clients,” says Rennie. “Critical to our strategy is an objective to build a team of exceptional talent across sectors and products. We are incredibly excited about the significant hires we have made to date and there are more to come.”

Is it sufficient to construct a group of high-quality folks in a lean group? Or are the worldwide operations of the massive names important to a viable enterprise in trendy capital markets?

Jefferies’ hiring spree

Michael Stock,

As Euromoney has beforehand reported, Jefferies employed Credit Suisse banker Michael Stock after which set about a recruitment burst that makes Jarden look cautious. In June final 12 months the group took 30 CLSA employees in a single day, together with Andrew Norman, who joined as head of Australia equities, and Brian Johnson, arguably the nation’s greatest banking analyst. It adopted with a sequence of hires from Deutsche Bank (together with Peter Molesworth and Kyra Hannaford in ECM), Credit Suisse and JPMorgan.

“The Aussie market was ready, in our view, and you will see more change,” says Stock. “It is fragmenting very fast and will continue to do so over the coming years.” For Jefferies, the exit of Barclays from the Australian market and the sense of Deutsche pulling again created a hole for them to enter.

By July the agency had 65 folks in its Sydney workplace throughout equities, fastened earnings and funding banking; it has a notably greater brokerage and analysis precedence than Jarden seems to at this stage. Neither group has expressed any curiosity in personal banking or wealth administration.

While the Jarden and Jefferies plans take form, an enduringly common diversion in Sydney funding banking circles is what precisely Matthew Grounds is doing.

Matthew Grounds,

Grounds was chief government for Australasia at UBS earlier than stepping down and handing over to Anthony Sweetman and Nick Hughes at the finish of final 12 months, having introduced his retirement in July 2019. He as a lot as anybody had been chargeable for establishing UBS’s funding banking preeminence in Australia throughout a 25-year stint at the financial institution, engaged on a string of the nation’s most vital offers relationship again to the T3 Telstra float underneath the Howard authorities. He was a shut adviser to James Packer – most of the time, anyway.

Throughout the early half of this 12 months, it had been understood that Grounds, together with former colleague Guy Fowler, was getting ready to re-enter the market in a enterprise alongside main home-grown fund administration agency Magellan Financial Group and Barclays Capital, Barclays having fully exited Australia lately. Euromoney understands that discussions had been superior and that Grounds, Fowler and the employees had been to personal 50% of the enterprise, Magellan 40% and Barclays 10%.

The buzz in Sydney is that Grounds approached as many as 20 folks in the UBS funding banking group, and obtained a sturdy authorized letter from UBS threatening to sue him, as did Magellan. Covid-19 undeniably didn’t assist and by the center of the 12 months it was clear that Grounds was completely happy to sit down to the facet for a whereas and deal with his philanthropic pursuits. He chairs the Victor Chang Cardiac Research Institute and is endowing a new professorial chair of medical analysis in Sydney; Magellan founder Hamish Douglass is on the identical board.

Right now, Grounds tells associates he is fortunately retired, dwelling the quiet life and protecting busy with philanthropy. Most in the market don’t count on that to final, however equally they don’t count on to see something concrete develop this 12 months. He declined to remark, as did Barclays, and Douglass didn’t reply to requests for remark.

However, it was intriguing when some attention-grabbing structural preparations had been unearthed by the Australian Financial Review at the finish of May. The AFR discovered that a firm known as Blackwattle Group had been arrange in a Sydney workplace leased by Magellan, which gave the impression to be headed by one other UBS alumnus, Matthew Hanning, previously a senior funding banker in Hong Kong. Hanning is sole director of a number of Blackwattle entities and Blackwattle itself is owned by John Cincotta, one other stalwart of the Australian funding banking industry who was beforehand chief working officer for Deutsche.

Grounds, Fowler and Douglass’s names don’t seem on the company regulatory filings seen by the AFR, however given the Magellan connection to the lease, it is broadly assumed in the industry that Blackwattle is, finally, the Grounds/Magellan/Barclays enterprise – or will probably be if it ever occurs. Euromoney reached Hanning, however he declined to remark.

“Nobody knows if Matthew is coming back in the same way or doing the same thing,” says one banker, “however the concept of doing a massive raid out of UBS doesn’t appear legally possible.

“Whether or not Hamish Douglass it still keen is unclear, but they have a lot of shareholders saying: ‘You are a fund manager trading on 22 times PE, why would you buy a banking business? And how would you deal with the conflicts?’”

Bearing the brunt

Anthony Sweetman,

It can’t be ignored that UBS has borne the brunt of these employees strikes greater than wherever else, with doable exception of CLSA. Sweetman, chief government for Australasia at UBS, isn’t anxious. “We have a long history of new entrants coming to Australia,” he says. “It is a very aggressive market. When you get a new entrant, there are already 10-plus lively contributors in any half of the market.

“We’ve been the market chief for a lengthy interval of time, so folks have all the time focused our folks: not simply new entrants however our established opponents too. There is nothing new in that regard.

“Last year was out best year in 10 years; year to date we are up more than 20% on last year. Things are actually going very well.”

Some agree with this. “If you know your history, the people running Goldman Sachs and Citi [in Australia] – they all worked at UBS,” says one senior determine, referring to Christian Johnston and Nick Sims at Goldman, and Tony Osmond at Citi. “At the end of the day it’s the largest investment bank talent pool and has produced a lot of good leaders.” One former worker says: “I used to joke that we trained most of the competition. UBS continues on and will continue on, and younger talent will come through.”

Some, nevertheless, sense blood in the water. “The question mark is over what happens to UBS over time,” says one rival banker. “Our own thesis is that some of their market share is going to become available. Macquarie and UBS have held the dominant position in Australia for so long, but it will slide as they lose people.”

Another rival banker at a overseas home says: “They have done an incredible job over the last three to five years to maintain their market position in Australia, because globally they just have not really focused on investment banking. But they have lost an enormous amount of talent. Guy, Matthew and Robbie are three of the best bankers we’ve ever had in Australia.”

He provides: “But they still have good people and I wouldn’t write them off.”

Macquarie and the boutique-inside-a-bank mannequin

Macquarie tends to come back out of these hiring skirmishes remarkably unscathed and it is doable that’s as a result of Macquarie encourages the formation of quasi-boutiques inside its personal partitions. The financial institution has all the time had a mannequin that encourages folks to begin up their very own particular enterprise traces, giving threat administration and steadiness sheet help however in any other case backing innovation. Many insiders have a story about having tousled on some daring new concept and having been forgiven, inspired to be taught from it and check out once more – offered they solely stuff up as soon as.

“Within Macquarie Capital we see it as a series of businesses within one business, each with quite a lot of autonomy,” says Tim Joyce, co-head of Macquarie Capital. He highlights Robert Dunlop and Kate Vidgen on the power facet, Darren Keogh on expertise and Hugh Falcon in capital markets as examples of senior executives given a nice deal of freedom to construct their companies.

“Overlaid on high of that is a very supportive group construction in phrases of areas like threat and capital. The consequence is that progress is a lot simpler to drive. Giving folks the confidence and the scope to go and pursue enterprise creates a highly effective self-fulfilling machine.

“People have the opportunity to change direction in their career path, to seek opportunities in markets opening up or adjacent to their specialization,” he provides. “It’s one of the things that supports people being here a long time.”


Group chief government Shemara Wikramanayake is an instance: she began in Macquarie Capital earlier than transferring round completely different models and finally constructing the asset administration group.

“I think for a long time the philosophy or culture of the firm has been to encourage those that are closest to a particular industry or client base to be the ones that drive the solutions,” says John Pickhaver, co-head of Macquarie Capital. “We’re not trying to be everything to everyone in every market, but we’re saying: back experts and give them support from a risk tolerance perspective, in terms of providing them with balance sheet and the support of the broader institution to go out and pursue business opportunities.”

What Neal Cross did subsequent: a contrarian guess on monetary planning

Mainstream wealth administration in Australia is struggling. The Royal Commission into banking misconduct got here down notably arduous on the monetary planning industry, prompting most of the main banks to pledge to promote out of wealth administration and driving round 14,000 monetary planners out of the industry as they confronted a future of eroded belief, increased compliance and extra exacting {qualifications}.

Into this hole has sailed a enterprise known as ImageWealth, with a acquainted title behind it.

ImageWealth’s Neal Cross, left, and David Pettit

Regular readers will recall Neal Cross, the shorts-wearing former DBS chief innovation officer and jungle resort and orangutan sustainability pioneer, a man for whom contrarian positions are one thing of a approach of life. He and David Pettit, an Australian adviser and entrepreneur, arrange ImageWealth in Perth in 2018, with the goal to reinvent monetary recommendation via a mixture of expertise and a extra empathetic human strategy than the industry has been identified for.

ImageWealth began out with the tech: a platform via which purchasers are given a higher sense of their very own wealth place. Having gained that readability and a few training, purchasers are higher positioned to plan for his or her future and their targets.

ImageWealth has accomplished 15 monetary planning enterprise transactions, together with the acquisition of Neo Financial Solutions, which holds an Australian monetary providers licence and gives licensing providers to greater than 80 advisers throughout Australia.

Through this acquired community, the plan is to make use of the technological benefits and to marry them with the human contact of planners who’re on board with the group’s positions. “Rule number one of the company,” says Cross, “is that if you ever sell a product that’s better for PictureWealth than it is for the customer, then you’re fired.”

The exit of so many planners is half of the enchantment of the enterprise. “As others are running away from the industry, we are running in,” Cross says. Pettit says these 14,000 absent planners have left about A$900 billion of wealth orphaned and in want of recommendation. Correspondingly, each males, though generally known as innovators and disruptors, don’t suppose what they’re doing is disruption. “It’s not necessarily innovating to compete against incumbents,” says Pettit. “It’s to do things better and differently to a system that has ultimately failed the consumer.”

Similarly, though Cross is greatest generally known as a digital innovator, he is reluctant to place an excessive amount of emphasis on the technological facet of ImageWealth. “What a lot of people get wrong is knowing where the robots go and where the humans go,” he says. “We are utilizing robots for what they’re good at – knowledge assortment, digital scale, low-level activity administration – however optimizing the human factor in constructing confidence.

“Robo is a dead end in terms of an industry that’s monetizable: the margins are shrinking and the big banks are jumping in,” he provides. “Robo is not the future of wealth any more than bitcoin is the future of banking. It’s a part of it but not the whole.” ImageWealth is pitched as a “hybrid wealth-tech platform”.

Indeed, Pettit emphasizes the human facet over the technical. “The approach is not to start with the product. We start with the hopes and fears of the human. We help them find the right product – if they need one. Sometimes people need to be told to do nothing,” he says.

In apply, a ImageWealth-advised portfolio is prone to be full of low-fee index merchandise with a dedication to carry for the long run, Pettit says, which sounds a bit like the no-frills MySuper finish of the A$three trillion superannuation industry however with a essential distinction. MySuper is a default product for somebody who doesn’t wish to make a determination on their wealth and Pettit sees that constituency – value about A$709 million – as a excellent alternative for them: “Untouched and unadvised, because people sitting in default products have no idea if they are aligned to their goals and objectives.”

ImageWealth accomplished a A$12 million late-seed funding spherical of personal fairness and debt in June. As the firm expands eastwards from Perth, subsequent steps will probably be Series A and B rounds, presumably a C, and finally an IPO. The firm already has A$2 billion in funds underneath recommendation from 40,000 purchasers and annual revenues of A$20 million. That’s nonetheless a ways quick of crucial mass. “But we are at 20 times where we sat 12 months ago,” says Pettit. “We can see the roadmap ahead of us.”

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