Kimberley Cole
Head of Sales Specialists, Asia
Thomson Reuters

• What are today's key growth drivers for private banking and wealth management in Asia?
• Despite the hype around Asia - many private banks have not been as successful so far as they might have hoped. Why is that, and how can they change this?
• How can banks generate annuity revenue? What are the obstacles?
• How can the industry drive a change in mind-set and current business models to achieve more sustainable income?
• What will it take to develop a broader fee-for-advice culture among Asian clients?
• How are you dealing with the relentless regulatory demands on your business?
• Can organisations of different sizes and models really compete in the same space anymore? Should they?
• What are the components of successful businesses?
• To what extent do you perceive a threat from online companies like Alibaba and others moving into the financial services space?

Chair

Andrew Crooke
Editor
Hubbis

Panel members

Arjan de Boer
Head of Private Bank, North Asia, Global Wealth
ANZ

Robert Cormie
Managing Director, Head of Private Banking, Asia
BMO Private Bank

Alan Luk
Head of Private Banking and Trust Services
Hang Seng Private Banking

Mark Buesser
Chief Executive Officer
IMTF

Steven Seow
Head of Wealth Management, Asia
Mercer

Adam Reynolds
Chief Executive Officer, Asia Pacific
Saxo Capital Markets

Martin Frick
Regional Director, Asia Pacific
Temenos

Many wealth management firms are realising that their organisations and systems simply cannot deliver what their clients, investment advisers and management require - for instance, broader offerings of more sophisticated products, virtually-enriched client-adviser collaboration, and integrated real-time information to better serve client households. At the same time, the rise of technologically-astute competitors, the increased administrative burden of regulatory compliance and strong competition for high-calibre advisers is putting stress on the margins of traditional wealth management institutions. The increased challenges firms face today, coupled with evolving industry-wide trends, are slowly but surely creating stress on wealth management practices.

• Industry trends and strategic priorities for the evolving wealth management landscape in Asia.
• The benefits of a high-performing, fully integrated private wealth value chain -- front-to back-office.
• Developing a client-centric business model with a robust infrastructure - to remain competitive and improve retention.
• Balancing between meeting increasing regulations and increasing profit margins.

• How is the role and use of different technologies impacting the wealth management business?
• How can technology enable the change in the maturity of the business?
• What are your biggest priorities to be able to embrace - or even keep pace with - innovations in mobile, social and digital technologies?
• How are the various regulatory, investment, cost and staffing challenges confronting the industry influencing how technology is developed and used - by both clients and advisers?
• Do you need to transform or modernise core banking systems to increase flexibility in service offerings? How can you achieve this?
• Where will scalability come from? How can you achieve this?
• Is consolidation the answer? How can that approach help you tackle new technology requirements?
• Is a truly single regional platform required, or even desirable? How can this be achieved?
• How can you enhance efficiency and drive down the cost of doing business while not compromising service delivery? Are you able to balance this with the need to be innovative?

Chair

Andrew Crooke
Editor
Hubbis

Panel members

Seamus Donoghue
Chief Executive Officer
Allocated Bullion Solutions

Daniel Kennedy
Regional Solution Manager, Asia Pacific
DST Global Solutions

Andrew Au
Founder & Chief Executive Officer
AG Delta

Sameer Chishty
Partner, Head of Global Wealth Management Practice
Bain

Stanley Yu
Director, Group Technology
UBS Wealth Management

Peter McMillan
Head of Customer Development
Thomson Reuters

Bert-Jan Van Essen
Co-Founder, Managing Director
Dragon Wealth

• Investor behaviour is changing towards digital, and wealth managers are under pressure to deliver
• New technology enables wealth managers and their clients to make more confident investment decisions, increase sales and boost client loyalty by providing at-a-glance insight on investment behaviour, peer-group comparisons, products and investment information
• Banks should enable wealth managers and investors to access portfolio information, products, news and investor comparisons in and out the office through mobile phones or tablets
• Apps are the way to go for wealth managers who want a scalable option as it allows the introduction of digital technology to a small portion of their investors or their entire database
• As opposed to traditional IT, apps are instantly installed. Some are also mobile, integration-free and customisable to a company's business and brand

Deirdre Jennings
Managing Director Asia Pacific
Crealogix E-Banking

A "live" Q&A on stage - to cover:

• What technological innovations are you expecting to see in the near future?
• Do these innovations help banks gain a real competitive edge?
• How effective is the alignment of technological innovation with business processes?
• How can digital banking support the increasing regulatory compliance requirements?

Katie Kiss
Global Solutions Manager Performance and Attribution
DST Global Solutions

• The importance of understanding your operating model
• Understanding the client perspective on what ‘value' means
• Delivery and access to information
• Depth of analysis required

Pathik Gupta
Director, Head of Wealth Management, Asia-Pacific
McLagan Partners

• Where will the real revolution in digital occur?
• Does digital make a difference to the operating model?

• What are the digital trends driving wealth management?
• What are the most forward-thinking banks doing to stay ahead in the digital revolution?
• What does it take to compete in this space?
• How do you use digital strategies to acquire clients - internally and externally?
• How can digital offerings integrate with existing infrastructure?
• Usability and navigation: how can you enhance the technology experience by introducing unified dashboards, user-friendly navigation, and seamless process support through different channels?
• How are banks in developing wealth centres in Indonesia, Malaysia and China, for example, now using mobile channels for client communication and product distribution?
• How can you make social media work for you?
• To what extent can you reach new markets using social channels?

Chair

Urs Tanner
Head of Technology
Hubbis

Panel members

Mark Wales
Principal
Deloitte

Bert-Jan van Essen
Co-Founder, Managing Director
Dragon Wealth

Bruno Lee
Regional Head of Retail, Asia ex-Japan
Fidelity International

Mark Buesser
Chief Executive Officer
IMTF

Chris Hodgeman
General Manager
Maventus Group Inc

Tommy Andorff
Head of Strategy and Innovation Solution Group
SIX Financial Information Ltd

Adam Garrett
Market Development Manager (Elektron Analytics), Asia
Thomson Reuters

• How do you weigh up the benefits of doing it yourself versus outsourcing?
• How do you select your partners?
• What do banks look for in their vendor relationships? Are the expectations realistic?
• How can vendors really deliver what banks want?
• What does an effective vendor management framework look like?
• How can you find the right balance between contractual obligation and flexibility in vendor relationships?
• Integration and implementation. What are the ways to make these obstacles more manageable?
• How is the interaction between banks and vendors changing?
• How can banks build a governance framework which provides a set of roles for people at different levels?
• Is outsourcing likely to become more popular in Asia? What will take it to the levels now seen in Europe?
• How can banks retain good quality IT staff?
• What's the best way to challenge IT professionals and broaden their experience?

Chair

Andrew Crooke
Editor
Hubbis

Panel members

Bert-Jan van Essen
Co-Founder, Managing Director
Dragon Wealth

Frank Maltais
Head of Sales & Relationships Asia Pacific
Princeton Financial Systems

Robert Agnew
Partnership Director
Thomson Reuters

Martin Frick
Regional Director, Asia Pacific
Temenos

Steve Knabl
Managing Partner
Swiss Asia

Mark Buesser
Chief Executive Officer
IMTF

• What are the major challenges with respect to client on-boarding?
• What should banks look for from solutions in helping them to overcome the regulatory and efficiency challenges that they face?
• Is there any difference between a Swiss-originated solution and locally-developed technology?

Stephen Murphy
Country Manager, Greater China
SmartStream Technologies

A "live" Q&A on stage - to cover:

• What are the current drivers for private wealth managers?
• What are the common hurdles to operational excellence faced by private wealth managers?
• Why are middle- and back-office processes not already automated?
• How is automation going to help private wealth managers to improve/achieve better customer service?
• Will this help private wealth managers to keep pace with today's rapidly-evolving investment objectives and regulatory requirements?
• Is it possible to enhance efficiency and drive down the cost of doing business while not compromising service delivery?

Nick Griffith
Head, North Asia and Australia
Wealth-X

• The world's wealthiest are increasingly numerous, diverse and mobile. Wealth management organisations collect huge amount of data, that is often not fully used when it comes to individual relationships
• The combination of big data and deep data creates rich data, and rich insights that can easily accessed and shared
• The wealth management space is facing competition from non-traditional forms of wealth management and using rich data will enable RMs to improve their rapport with existing customers and prospective clients - something that is even more important as we are on the brink of a large wave of intergenerational wealth transfers and numerous children of today's UHNW individuals may reconsider their existing relationships
• Rich Data can go further than helping with individual relationships - it can make you aware of real differences in patterns and behaviours across clusters of clients, such as differences between Chinese investors and Russian investors

Ray Wong
Head of Innovation
AG Delta

Simon Wong
Head of Sales
AG Delta

• The provision of wealth management services has grown to be a complex supply chain of people, products, costly quality control, paper processes and monolithic technology solutions. Yet this chain is only as strong as its weakest link
• It's no longer a debate whether technology can help wealth management providers big or small, but in what specific ways today and how fast?
• How do we connect providers, products, execution, client advisers and clients across the wealth supply chain more seamlessly yet retain that human touch?
• What mind-sets need to change before we realise our full potential?

Mark Lea
Managing Director, Partner
Lea & White Solicitors

• Case study on how IP and IT companies can effectively save tax using double taxation agreements.
• Legitimately using double taxation agreements for IP structuring - rather than using offshore structures to set off expenses.

• How are emerging technologies reshaping the way you connect with customers?
• How can you make your advisory staff more effective through the tools they use? And therefore make more money for the bank?
• What's needed to help the front-line to have the right conversation with clients at the right time?
• How do your technology and processes support wealth managers throughout the advisory process - planning, implementation and reviews / monitoring?
• How do you identify and close gaps in the delivery of advice via technology?
• Can banks really capture and make use of the interaction between their advisers and clients? For example, to enhance revenue from existing clients through up-selling and cross-selling
• Do organisations do enough with client reporting? What more should they be doing to communicate with customers?
• What does the next generation want from their banking experience?
• Are banks equipped to facilitate a move towards a quick, slick and personalised offering?
• How can technology be used to give clients more control of their portfolio?
• The client experience of the future: how can you more actively involve the clients along the entire advisory process through the way they use online and mobile channels?
• Will self-service banking ever become a reality?

Chair

Urs Tanner
Head of Technology
Hubbis

Panel members

Panos Archondakis
Executive Director, Group Technology
UBS Wealth Management

Martin Suter
VP Product Management
Assentis

Pathik Gupta
Director, Head of Wealth Management, Asia-Pacific
McLagan Partners

Christian Mueller
Head of Digital Banking, Europe
SOFGEN