Towers Watson’s alternative fee model for private equity

Dan Simpson

Towers Watson has revealed an alternative fee model for private equity which includes halving the base fee and a two-tiered performance-based fee linked to staff retention, earnings growth as well as returns.

In a presentation at the Sydney event of the Towers Watson Ideas Exchange, investment consultant Dan Simpson said conventional fee structures should be challenged.

A Towers Watson private equity fee model would see the management base fee as a cost of running the business, most likely to be 1 per cent or less of invested capital, as opposed to about 2 per cent now.

Transaction fees would be done away with, and performance fees would be based on a two-tier system.

The first tier would not be linked to returns but to staff retention, and measures of the underlying investments such as earnings growth. The second tier would be returns-based but paid on the wind-up of the fund and linked to a genuine hurdle such as a margin above equities.

“With this model, if the fund outperformed equities by 5 per cent, alpha would triple,” he said. “Investors need to make this happen. We need to get smart with alternatives.”

Sponsored Content

He outlined four factors for critical success in alternatives, without all of which investors should not be investing in alternatives at all. They are:

  1. linking strategy to the investors’ objectives
  2. achieving real diversity
  3. being clever not complex with implementation
  4. reducing fee drag

He advocated a “prime manager” model in private equity where investors had a closer relationship with service providers with customised portfolios.

“A lot of alternative investments are over-engineered and over-diversified,” he said.

The iX is a series of events held around the world to debate and discuss important issues for institutional investors, and is attended by all the senior global Towers Watson investment professionals including global head of investment content, Roger Urwin, and global practice director of investment, Carl Hess. The theme for this year’s event in Sydney was making better decisions.

Head of investment for Australia, Graeme Miller, said: “I can’t think of a time where making the right decision was more important.”

Leave a Comment

Sort content by

The changing nature of fixed income

As the fixed income asset class undergoes rapid change and the opportunity set expands, unconstrained bond funds have become popular. But as this article examines, with that expanded opportunity set comes new considerations including a wider risk/return spectrum among managers.   Trends in the global investment universe tend to come around every six months or

McKinsey’s tips on sustainability integration

More companies are recognising sustainability as a core business issue, but according to McKinsey and Company they are still failing to capture its full value, in particular struggling with incorporating it into organisational processes such as performance management. A McKinsey global survey, garnering responses from 3,344 executives from the full range of regions, company size

Long term investing and infrastructure

There has been some ambiguity about what being a long-term investor means. For Australia’s Future Fund it means focusing on a few key aspects of our investments: understanding value, the ability to make and implement portfolio decisions and manager alignment. In this speech at the ASFA Global Investment Forum on infrastructure and long-term investment, Raphael

Where does the next generation of fund managers come from?

According to Malcolm Gladwell’s Outliers, at least 10,000 hours of practice is needed to be a success at your chosen profession. This means that a fund manager will hit their strides around age 40. But the London Business School is giving its students a leg up in that quest to find success. They have real-life

The meaning of fiduciary duty

The UK Law Commission has delivered its final report on how the law of fiduciary duties applies to investment intermediaries and an evaluation of whether the law works in the interests of the ultimate beneficiaries. The project was commissioned by the Department for Business, Innovation and Skills (BIS) and the Department for Work and Pensions

New leadership prompts strategy review at ICPM

A decade since the formation of the Rotman International Centre for Pension Management is a good time to review the organisation’s raison d’etre. Amanda White spoke to ICPM chair, Barbara Zvan, chief investment risk officer of Ontario Teachers’ Pension Plan, and the outgoing and incoming executive directors, Keith Ambachtsheer and Rob Bauer.   “There is

Previous