Andrew Crooke
Editor
Hubbis

• How can the wealth management industry in Thailand be defined?
• What challenges does this create in developing a clear strategy and brand - and therefore being profitable?
• What should firms do to more clearly segment their various offerings - and to help address the gap in customer understanding about different segments?
• How does the regulatory environment need to evolve to support the local industry?
• Many wealthy Thais have private banking accounts in Singapore or Hong Kong? What more can be done for them onshore to stem keep more outflows in Thailand?
• How can Thailand become more of a hub to attract more players and create more competition?
• What more needs to be done to better align interests of clients and advisers?
• What models are likely to be successful as the market develops further?
• Where does "private banking" fit in? Does it really exist in Thailand?
• What issues do bank targeting this space face in trying to scale their private banking platforms? What are the component parts of successful private banking platforms?
• Will more international private banks set up onshore operations in Thailand? Is there enough depth to the market to support this? What can be learnt from offshore banks?
• How is the fee model likely to evolve in Thailand?
• To what extent do the commission and revenue structures in Thailand need to change for the market to develop further?

Chair

Andrew Crooke
Editor
Hubbis

Panel Members

Cholathee Pornrojnangkool
Senior Vice President, Head of Wealth Management, Thailand
Standard Chartered Bank

Teera Phutrakul
Founder, JT Financial Planners
Chairman, Thai Financial Planners Association

Philipp Piaz
Partner
Finaport

Sukanya Tekittipong
Senior Vice President, Krungsri Exclusive
Bank of Ayudhya

Nigel Rivers
Managing Director, Hong Kong, and Regional Director of Private Clients, Asia Pacific
TMF Group

• Why wealth planning matters
• Why everyone should plan
• What can go wrong if they don't plan
• What are the common wealth planning tools and how to use them effectively
• How to implement wealth planning in practice - and what are the challenges to address

Eve Tay
Business Development Manager
Heritage Trust Group

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

• What type of wealth planning-related advice is appropriate - and compliant - for Asian clients in today's increasingly regulated world?
• What trends are there in terms of which are the preferred trust structures for Asian clients? What is driving these structuring decisions and preferences?
• Given the number of jurisdictions in which you can set up a trust structure, does it make any difference where you set one up?
• What questions do advisers need to ask Asian clients to know what is best-suited to them?
• What do you see are the 3 major legal / regulatory issues at the moment for wealth planning in Asia?
• What 3 estate planning products do you see being used over the next 5 years in Asia?
• Over the next 5 years, which 3 wealth management centres will be at the forefront and why?

Datin Isharidah Ishak
Senior Partner
First Fiduciary (Labuan) LLP

• The need for a succession plan and the consequences of a failure to plan
• What a Labuan foundation is and how it works
• The flexibility of the trust-corporation combination
• The role of the Labuan Foundation as a bespoke vehicle for succession planning

David Schmid
Executive Director, Head of Structured Solutions South-east Asia
EFG Bank, Singapore Branch, EFG Financial Products Division

• Introduction to EFG Bank - Financial Products Division
• Product creation through the Constructor Tool
• Creating investor protection with: COSI (Collateral Secured Instruments)

Peet Yongvanich
Managing Director, Thailand
Morningstar

• Long-term versus short-term investment
• Will diversification help?
• Individual security versus funds - ie. stocks and equity funds
• Single asset class versus multiple asset classes
• How we apply the asset allocation concept in Thailand

• Many of Thailand's emerging wealthy population tend to leave money on deposit and only invest small portions in investment products. What can be done to change this?
• What product offerings exist for different client segments?
• Where is the biggest demand among clients?
• To deal with the problems of concentration risk, how can you educate clients about an asset allocation model - rather than the hunt for immediate returns?
• What should the advisory offering look like?
• What are the components of a successful and differentiated product offering?
• What has worked well in other emerging wealth markets in Asia?
• Assessing the role and suitability in Thailand of ETFs, structured products and other market access products?
• To what extent does regulation need to evolve in terms of the product offering?
• How should the product range be expanded?
• Where are the biggest gaps between overseas markets and Thailand in terms of the product offering?

Chair

Andrew Crooke
Editor
Hubbis

Panel Members

Dr Rinjai Chakornpipat
Senior Executive Vice President, Private Wealth Management
Maybank Kim Eng Securities (Thailand)

Swee Meng Mok
Senior Vice President, Head of Wealth Management
AIRA Securities

David Schmid
Executive Director, Head of Structured Solutions South-east Asia
EFG Bank, Singapore Branch, EFG Financial Products Division

Peet Yongvanich
Managing Director, Thailand
Morningstar

Vira-anong C. Phutrakul
Managing Director, Retail Banking Head, Thailand
Citibank

• What are the industry best practices in more developed wealth management markets in Asia, especially Hong Kong and Singapore?
• What does it take to be committed to growing a wealth management business until you can make a profit?
• What is the real differentiator - product, systems, process, people or culture?
• What is international best practice in talent management and development?
• What are the skills & competencies required for RMs to be successful?
• What does it take to deal with existing clients and prospect - including both new-to-bank-clients and upgrading clients?
• How can firms encourage RMs to provide a good long-term service to attract and retain clients - not just target AUM?
• What lessons can be applied from offshore centres in the Thai context?

Chair

Andrew Crooke
Editor
Hubbis

Panel Members

Richard Piliero
Regional Executive
Finaport

Mario A. Bassi
Managing Director, Head of Asia
Solution Providers Management Consulting

Maikel Sajangbati, CWM
Member, Board of Advisors, and Counsellor
Certified Wealth Managers' Association, Indonesia

Datin Isharidah Ishak
Senior Partner
First Fiduciary (Labuan) LLP

Paul Gambles
Managing Partner
MBMG Group

Michael Stanhope
Chief Executive Officer
Hubbis

• Why learning & development is important
• What challenges does the industry face in up-skilling advisers?
• What challenges do individual wealth management firms face in getting their staff engaged in learning?
• What is the best approach to overcoming resistance to learning & development?
• What are the pitfalls for the industry as a whole - and for individual advisers - of not taking training seriously enough?

Jay Jhaveri
Head of Business Development, Asia
Wealth-X

• The UHNW landscape in Asia (and specifically South-east Asia)
• Trends in the UHNW space in South-east Asia over the next five years
• Building an immediate and medium-term prospect pipeline
• Due diligence vs source of funds

Andrew Au
Chief Executive Officer
AG Delta

This presentation will aim to provoke a "fresh perspective" into the current dialogue as to what solutions we should be building or looking for to solve the challenges facing our industry:

• Connecting the dots for supporting "open architecture" wealth platforms with multiple product providers
• Creating a rich LEARN.COMPARE.QUOTE.TRANSACT experience
• Embedding systematic analytics and controls into the advisory and transaction lifecycle
• Social media hype: should we be trying to connect to our clients or connecting our teams?

• What are the processes, systems and technology involved in creating leading offerings?
• What will be the challenges in implementing them?
• How can the basic infrastructure be industrialised to enable firms to focus on the value-add?
• What other aspects of the platform can - and should - be automated?
• How are today's technology and systems-related needs and priorities likely to evolve?
• What can be done to enhance the overall customer experience?
• How should online and mobile offerings be developed to drive the business to the next stage?
• What are the best-practice risk management, operations and compliance frameworks?

Chair

Andrew Crooke
Editor
Hubbis

Panel members

Samart Rusmeerojwong
Senior Vice President
Thai Military Bank

Jay Jhaveri
Head of Business Development, Asia
Wealth-X

Daniel Kennedy
Regional Solution Manager - Asia
DST Global Solutions

Andrew Au
Chief Executive Officer
AG Delta