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Asset management

Today's investment management market is bigger, more dynamic, and more competitive than ever. Together with higher reporting requirements, increasing tax rules, more stringent regulation and clients asking for more transparency and security, the Asset Management environment becomes more challenging. Challenges are not only limited to external factors but are increasingly home-made as today’s market leaders are required to:

  • Achieve superior fund performance
  • Control operating costs
  • Manage the risks of new markets, products and services  
  • Leverage the benefits of new technologies
  • Manage complex, cross-border distribution channels
  • Build and extend profitable customer relationships.

How we can help

We track the pressing trends and issues, and assess the implications for our clients. We combine in-depth industry knowledge with technical expertise to develop cutting edge services. Deloitte offers an end-to-end approach to enhance the entire range of areas influencing Asset Managers. These include:

Deloitte’s hands-on experience and technical knowledge of your industry makes us an ideal partner when it comes to facing these trends and issues. We help your successful company become even more competitive. And should you need to put technology to work, we have close alliances with the top solution vendors to help you.

At Deloitte, we value the relationship with our clients to support you – as a team – in your current and future challenges!

Learn more about current market trends and issues, such as the Alternative Investment Fund Managers’ Directive (AIFMD), the Key Investor Information Document (KIID), the Foreign Account Tax Compliance Act (FATCA) and others in the Issues and Trends section.


  1. Profitability Management: Performing a front-to-back business review for a global asset manager. Deloitte was mandated to review the client’s Real Estate asset management businesses with the goals to increase transparency for senior management, analyze product profitability, and develop revenue enhancing and cost saving opportunities. Therefore, a functional map with detailed description of each function was developed through interviews with front-, middle-, and back office employees, a financial model to perform a product profitability analysis was developed (i.e., Detailed rebuild of revenue side, direct cost attributed to product, defined allocation key to allocate indirect costs to product), and a quantification of cost saving opportunities through modelling of different scenarios – resulting in enhancing management implementing our cost saving recommendations with the business, which is currently under way.
  2. Operating Cost Control: Carrying out a global cost assessment of the clients’ customer base – resulting in bottom line improvements of CHF 100m through cost saving initiatives and revenue enhancements
  3. Post Merger Integration: Managing implications from an acquisition of a European asset servicing company by a global provider of securities. Deloitte was mandated to provide project management governance and structure, establish a project office to maintain an overview of all work streams, construct a consolidated view of key issues, risks and dependencies and to coordinate and facilitate communication across work streams. With a structured management and governance, Deloitte achieved coordinated communications across workstreams, consolidated views and alignment of all workstreams for the senior client stakeholders and a consolidated project plan for the merger. All of these resulted in a successful merger and reorganisation of the Asset Servicing business, assets, clients and employees of the client.
  4. Process Outsourcing: Enhancing their service offerings while reducing their operational costs. Deloitte was brought in to assist in the execution of the migration and the development of the enhanced offerings for a pilot client. In particular, Deloitte led the global as-is process and system analysis, the core work streams of global reporting and risk & performance from business requirements definition through to testing – resulting in mapped As-is front- and back-office processes including tools and techniques used, documented system architecture and definition of a target environment. Deloitte defined future reporting packages, led client and vendor meetings, identified issues, drove resolution and developed & delivered communication and training plan as well as hand-over documents for future roll-outs.
  5. Operating model transformation: Reviewing different setups of the middle and back offices of a global asset manager following a transaction. Deloitte was mandated with the objective of understanding the current cost base for middle- and back-offices in various locations and comparing the findings to industry practice to identify areas for cost reduction and / or potential for outsourcing. Therefore, a diagnostic assessment of costs and associated metrics including industry benchmarks was conducted and an analysis of current services, functions, processes, systems and performance metrics was performed. The result was a clear mapping of current capabilities for in-scope product types and locations highlighting where the business case for cost reduction measures and/or outsourcing was strong, medium or weak.
  6. Process and System Redesign: Identifying opportunities and suggesting improvements to streamline process and increase automation of trade processing for a large asset manager. Deloitte assisted in selecting systems to support the reconciliation, the performance measurement and attribution, the affirmation and confirmation, as well as the corporate actions. Together with the system vendors and the client, Deloitte developed the business and technical specifications as well as the testing and migration plans. (Finish Line)
  7. System implementation for profitability & cost management: Obtaining insightful analysis of trading performance, clearer visibility of drivers and ultimate consumers of internal cost. Deloitte was brought in to deliver the global implementation aiming to provide consistent as well as reliable information across geographical, investment and distribution views of business performance. Therefore, a plan for Hyperion Profitability & Cost Management (HPCM) was defined, a review of the existing processes and potential system solutions was conducted, and the existing discussion paper which looked at how Hyperion Financial Management (HFM) could support the new Management Reporting requirements was reviewed. The result was a seamless integration between Oracle Financials, HPCM and HFM enabling greater flexibility to meet changing reporting requirements, with improved accountability, more insightful management accounts, and with reliable and consistent results which consolidated geographical and investment reporting.
  8. IT Strategy: The client had set itself the target of doubling its assets under management in the next 5 years and they recognised the difficulty of doing this with their current IT organisation, infrastructure and applications. Deloitte was asked to define an IT Strategy based on the key areas of business strategy and alignment, management and gouvernance, enterprise architecture, portfolio and financial, and organisation and supply – resulting in an increased understanding of their IT department and the technology landscape; a strategic direction for the business and a set of initiatives to deliver the IT strategy.
  9. IT Harmonization: After a period of growth, the client started several process and technology initiatives. Deloitte was brought in to lead several projects to improve portfolio management, performance measurement, trade processing, reconciliations and portfolio accounting under aggressive timelines. A team of subject matter experts in each of these areas was brought in to develop the business requirements, work with the various system providers on the technical specifications and manage the implementation. It also included the development of a testing strategy, which was designed based on Deloitte’s testing methodology – resulting in defined deliverables, re-focused value-added services, a validated budget and resource plan, and in a demonstrated significant increase of straight-through-processing rates.
  10. External and Internal Audit Services: Part of every Deloitte’s high-quality audit service is the business intelligence that we offer to your organisation as part of the audit process. A high level of partner involvement, a multi territory approach, specialisation of professional staff within our global network and wide experience in building international investment management industry practice enables us to offer you substantive advice on how to address the challenges and opportunities identified during your audit. The Deloitte international audit approach is risk-based and we focus our attention on industry specific risks and issues faced by different categories of funds. We utilise specialised technical departments within our organisation to address areas such as data integrity, valuations, tax exposure and cross border regulatory compliance where applicable.  We conduct an efficient added-value audit service which leads to timely issuance of your reports and enables us to focus on key audit risk issues and the resolution of those issues.
  11. Tax Reporting: Assisting many foreign collective investment schemes with Swiss tax reporting obligations. Deloitte’s team of investment fund specialists is calculating the taxable income and wealth for Swiss private investors investing in these schemes. The respective figures are agreed with the Swiss Federal Tax Administration and subsequently published on their official tax database. This allows the Swiss private investors to benefit from the tax exemption of underlying capital gains realised by the collective investment schemes.
  12. Swiss withholding tax reclaims: Assisting foreign resident high net worth individuals in tax optimisation. Deloitte advised them how to reclaim Swiss withholding tax deducted on Swiss dividend. Furthermore, Deloitte depicted how applicable double tax treaty between Switzerland and the investor’s country of domicile (based on a ruling filed with the Swiss Federal Tax Administration) helps to reclaim interest income realized through highly complex investment structures.
  13. Business Review of the Legal & Compliance Department: A global asset manager decided to develop a business model that would enable it to deliver long-term profitable growth. Deloitte assisted the client with a comprehensive review of all their business lines and support to ensure that they had an efficient and competitive operating model for their Legal & Compliance department. Hence, a functional map was created, key processes and financial data including cost base were analyzed, and hotspots of high costs and low attorney productivity were identified – resulting in a comprehensive report developed in close collaboration with senior legal officers that allowed an increased transparency of legal costs as well as in focused improvement recommendations on processes, technology, and organizational structure.


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Find out more

  • Collective investments schemes act
    Three major pieces of legislation

Key contact

  • Stephan Schmidli
    Partner, Audit
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