1. By Paul McConville
President and Founder
Quincy Capital Partners, LLC.
When was the last +me your distribu+on
strategy had a check up?
PREPARING FOR THE NEW DISTRIBUTION
PARADIGM
This material is for Ins?tu?onal Investors Only.
Today, asset managers who are growing their AUM are
spending between 25% and 40% of their revenue on
distribu?on.
For many, this may well be the first ?me they had to devote a
significant amount of ?me and cost to spend wisely and
appropriately to achieve their desired results.
What do these up-and-coming money managers need to do to
ensure they are spending what they need to achieve the results
they want?
Raising assets in today’s challenging environment can be costly.
A missed opportunity could make recovery difficult. With scarce
capital and fewer human resources than a major firm, most
asset managers require a fresh, focused approach to product
introduc?ons as they embrace the new paradigm of investment
distribu?on.

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Four dis9nct asset manager
segments can benefit from
Quincy Capital Partners
For Growth Strategies
§ Emerging Managers: $50
million to $2 billion
§ Mid-Market Managers:
$2 Billion to $10 Billion
For Business Development
Consul9ng
§ Large-Market Managers:
$10 Billion to $ 50 Billion
§ Mega Managers: $50
billion-plus
ENLIGHTENED DISTRIBUTION REQUIRES INDEPENDENT WHOLESALING
Today’s asset managers require an evalua?on process and access to
technological , distribu?on-related and opera?onal tools to make sure
that all efforts are aligned.
A thoughZul discovery process should lead toward an internal team’s
consensus and convic?on not only around the choice of product to
promote but also around product development and the costs of
deployment.
ASSET MANAGERS MAY FIND A VALUABLE RESOURCE IN AN OFTEN
OVERLOOKED “GREYING OF AMERICA” RESOURCE
Asset management firms need a minimum of $10 billion to staff a
cap?ve sales force, one that may(or may not) give them the scope and
the experience level to thwart the redemp?on process. Increased use
of unified managed accounts, model porZolios and trading plaZorms
have changed the rela?onship with home offices and advisors. Access,
access, and more access is essen?al.
1. Investment
Management
2.
Wholesaling
3. Key
Accounts &
Rela?onship
Management
4. Opera?ons
& Compliance
FOUR KEY COMPONENTS SUPPORT ADVISORY EFFORTS IN THE
NEW DISTRIBUTION PARADIGM
Asset managers today must address the changing dynamics and
requirements of advisors – with an eye toward emphasizing the
necessity of closely coordinated ac?vity among all concerned.
How is the distribu9on
landscape changing?
§ Client rela?onships are
increasing in complexity
§ Selling process is more
consulta?ve, less
transac?on-based
§ Investment models are
driven by advice and risk
management
§ Beyond product,
opportuni?es abound for
professionals to learn
more about clients
RIAs &
Advisors

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S
SAYING GOODBYE TO THE OLD PARADIGM
Distribu9on: Then and Now
Major shids have occurred in sales and distribu?on leadership over recent years
based on cri?cal changes in alloca?on of resources to reflect the evolving
environment. This change began when advisor firms recognized the large
volume of assets moving to managed products. Revenue sharing, trading
rela?onships, and access to branch systems came under review. Regulatory
ac?on on sod dollars, pay-to-play policies, and technology integra?on costs
shook the founda?on of the model. Key Accounts and Rela?onship
Management budgets and costs rose to prominence. Today, new barriers to
entry require a significant upgrade in budget, educa?on, skill set, and sales
repor?ng to key clients. How are you balancing the new challenges?
Old paradigm New paradigm
This separated the asset management business into
Investment Management, Opera?ons, and Distribu?on.
Firms were rewarded ader posi?ve investment
performance, sales and assets followed. Advisor firms
were easier to access. Selling agreements were executed
with minimal cost or resources. Due diligence and advisor
demand were considered yet not a prerequisite for
approval.
Old structures of distribu?on have fallen away. New barriers to
entry created a need for organiza?onal change and emphasis.
Sales and Marke?ng now require a new structure, incorpora?ng
the rise of key account rela?onship management.
Some firms have succeeded by developing a
new distribu?on model to empower and leverage
their resources. Wholesaler Sharing.
Like a three-legged stool, the old model was organized in
a top-down hierarchy. Compensa?on accordingly was
allocated in unequal parts to the different parts of the
organiza?on.
The New Paradigm resembles a four-legged stool.
In this new model(Thanks to Quincy Capital), asset managers have
a more flexible way to look at their distribu?on needs and how to
allocate resources accordingly. Here are just two examples.
Maintain equivalent emphasis on four major businesses.
…Or retain the flexibility to barbell an approach by focusing on
core competencies and outsourcing other func9ons.
Wholesaler Sharing to meet national coverage
needs!
Investment
management
Distribu?on-
Sales and
Marke?ng
Opera?ons and
Compliance
The New
Paradigm has
kicked over the
three-legged
stool.

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Quincy Partners’ Approach: 44
No maier where you are in the distribu?on paradigm, we can customize our process for you. At the heart of our
methodology is an approach we call: “4 by 4 by 4 by 4” or 44 . We crad a program/region that supports 4 solu?ons in 4
ways through 4 marke?ng events over 4 months with a goal of raising 4% alloca?on per rela?onship in net new assets.
Distribu9on Strategy
Our approach focuses on a new paradigm, which puts
Investment Management, RIAs & Advisors, Key Accounts
& Rela?onship Management and Opera?ons &
Compliance into a strategic balance. Access to Centers
of Influence(COI’s) is key.
We help you design a speed-to-market program that
builds consensus and convic?on around measurable
outcomes. Experienced, independent wholesaling
professionals can then accelerate your domes?c channel
expansion efforts.
Balancing the need for revenue genera?on against the
limits of distribu?on cost is one of the greatest
challenges for asset managers. Choosing the right path
at the start is cri?cal.
Knowing the answers requires an experienced sounding
board. The key to a cohesive implementa?on process
depends on access to professionals who know the world
of both plaZorms and back offices.
Cost, compensa?on and return on investment drive
many of the most cri?cal decisions on the road to
market.
Decisions about fixed or variable costs, leasing or
owning and many more judgments require the exper?se
of those who know sales force design firsthand.
4 BY 4 BY 4 BY 4:
YOUR CHECKLIST FOR GREATER SUCCESS
How many cri+cal components are you missing?
! Opera9onal Synergy
! Technology Interface
! Pricing and Repor9ng
! Shareholder Servicing
! Legal and Compliance
! Investment Management
! Research
! Por]olio Construc9on
! Trading
! Board of Trustees
! Key Accounts & Rela9onship Management
! Gatekeepers
! Pla]orm Access
! Fiduciary Communica9on
! DC/IO Ins9tu9onal
! Distribu9on
! Branch Coverage
! Advisor Rela9onship
! Prac9ce Management
! Sales Process and Efficiency
ABOUT THE AUTHORS
Paul McConville, President and Founder,
Quincy Capital Partners, LLC An innova?ve
financial sales professional, Paul has over three
decades of experience in distribu?on of mutual
funds, separate accounts, college savings plans,
ETF models, and 401k’s. He has built teams as a
divisional and na?onal sales manager. He enjoys
empowering others to raise their level of
performance.
ABOUT QUINCY CAPITAL PARTNERS, LLC
Quincy Partners is an independent wholesaling
firm connec?ng asset managers to the financial
services marketplace. We deliver a spectrum of
investment products in an effec?ve and
enlightened way.
Quincy Capital Partners, LLC offers securi?es and
investment advice through Investment Planners,
Inc. (Member FINRA/SIPC) and IPI Wealth
Management, Inc., an SEC registered investment
adviser with principal offices located at 226 W.
Eldorado St., Decatur, IL 62522. 217-425-6340.
The opinions expressed in this paper are solely
those of the authors and do not represent those
of any regulatory authority, Investment Planners,
Inc. or IPI Wealth Management, Inc. These
opinions should not be construed as any legal or
investment advice.
Visit us at www.quincycapital.com or call
847-323-2357.