Most days start with meetings, speaking to clients, understanding their objectives, and then working through different structures and jurisdictions based on what actually makes sense for their business. Given our global presence, that often means working closely with other Sovereign offices, whether that’s in Dubai, Malta, or elsewhere, so it’s very much a collaborative process rather than something done in isolation.

There’s also a big relationship side to the role, staying close to accountants, lawyers, and introducers, and getting out regularly to meet people.

No two days are the same. It’s a mix of problem-solving, conversations, and a bit of detective work at times, which is what keeps it interesting.

2. You’ve worked across banking, fintech, and corporate services, what has shaped your approach to business development the most?
Working with people, without a doubt.

Banking gave me that front-facing exposure, sitting with clients, understanding their needs. Fintech pushed me into leading and developing teams, which taught me how to communicate and adapt. Corporate services brought the technical depth, understanding how everything actually fits together.

But overall, it comes down to listening, learning, and adapting. Business development, for me, has never been about pushing a product. It’s about building trust and figuring things out together.

3. Working closely with entrepreneurs and international businesses, what trends or shifts are you currently seeing in the market?
Things are definitely moving towards more transparency and substance.

Regulations are changing constantly and there’s less appetite for anything that doesn’t genuinely make sense commercially. There’s also a more cautious mindset now, clients are thinking longer-term, it’s less about quick wins and more about getting things right from the start.

4. What do you find most rewarding – and most challenging – about your role?
Meeting people, hearing their stories, and being part of their journey in some way.

Keeping up with constant change, regulation, expectations, competition. And making sure you’re always adding real value, not just offering a service.

5. What’s something people might be surprised to learn about you outside of work?
I’m a triplet, which usually surprises people. There are two more of me out there hahahaha

The post Ejaz Niazi – Head of Business Development, Sovereign Trust (Gibraltar) Ltd appeared first on The Sovereign Group.

I started at Sovereign when I was 25 as an administrator, and I often tell others that my working career started at Sovereign. Historically, I never had a connection or drive with my working career, however, at Sovereign something just clicked. My first key part of my progression was when I challenged a third-party company being used for a particular service and was able to evidence that around 50% of the assessments were being completed incorrectly. I then took on the responsibility myself to complete the assessments, which were some of the early days of what eventually became the IAS in-house dealings assessment, which became far more sophisticated than my basic spreadsheet. From there I gained the confidence to look to improve other areas of the business, and over the years I have been involved with the Operations Directors Meetings, where I had the chance to present on what was my “favourite subject”, suspended funds, which lead to a group process being introduced on how we treated them. In my more recent years, I have been involved in some large group projects, such as the NOPAS, Utopia, and Mapping Processes which will link to group standardisation of pension administration.

As a journey it’s been a bit of a roller coaster, which has had its lows at times, but it’s not only shaped my career, but me as a person. I am privileged to have worked with the people I have, and during that time I have made good friends and worked with individuals that have been excellent mentors.

2. What makes Guernsey such a strong jurisdiction for personal pension solutions, and how do clients typically benefit from this?

In Guernsey, out biggest strength is certainly our technical knowledge and our ability to seek solutions for clients. Due to certain restrictions, we have had to overcome various hurdles as a jurisdiction we have become more forward thinking and understand what options are available for clients. In addition to this, we have a vast array of products and options for those looking to set up a pension from a young age, anyone looking to relocate to retire in Guernsey, and those looking to set up an international savings plan in a well-regulated and stable jurisdiction.

3. How do you and your team approach helping clients plan for retirement in a way that feels both personal and practical?

The team really do have desire and drive to excel in customer service, and with this they must be able to present all options available to clients and this sometimes can be complex, so the team do not have templated responses, so every response must be carefully considered though out, without including confusing and overly jargony terminology. Being able to provide the clients with best solutions is always at the forefront of the team, and even if it’s not the client’s wanted outcome, a full explanation will be provided, with confirmation of why we cannot proceed, which is most likely to protect from any unwanted risk.

4. What’s one common misconception you encounter about personal pensions, and how do you help clients navigate it?

The biggest misconception for someone not having a pension from outside world perspective is they see a pension as an “old persons thing”, and that they do not have to worry about until they get older, with other priorities being more pressing, such as a house, nice car, or a luxury holiday. We all live in a world that’s more about today, rather than a focus on tomorrow. For clients of ours, it’s more about understanding the rules of a pension, when they can drawdown and how much, as well providing them with an understanding of what they can invest in. Our team are very good at educating clients on our processes, providing a clear understanding on what is needed for that process to be completed correctly and as quickly as possible, with an explanation why.

5. When you’re not working with clients on their retirement goals, how do you like to unwind and enjoy life in Guernsey?

I have a busy family life, and spending time with my wife and son is very important to me because life goes so quickly. However, from a personal perspective I’ve always had a passion for fitness, and sport in general, especially football and boxing.

The post Matt Le Tissier – Head of Personal Pensions, Sovereign Pension Services (CI) Ltd appeared first on The Sovereign Group.

1. You must have seen the international tax planning, trustee, and corporate services industry change a great deal over the last 30 years. How do you think Sovereign has adapted, and where do you see the industry heading?

The founding subsidiary of our global Group, still remaining our HQ is Gibraltar. When Sovereign Gibraltar was established in 1987, the trend throughout the 1980s – and well into the 1990s – was to focus almost exclusively on offshore trustee and corporate services. Back then, we promoted our offering through fully staffed operations in key offshore centres such as Gibraltar, the Isle of Man and Grand Turk. It was also around this time that our Chairman and founder, Howard Bilton, moved from Gibraltar to launch what would become our sister headquarters in Hong Kong – a move that has played a major role in shaping Sovereign’s success story.

In the early 1990s we very much welcomed the regulation of our industry, which to some extent was underregulated prior to this period. We became one of the first trust companies to be regulated in Gibraltar, which actually caused a number of our competitors to close or be acquired due to costs and other challenges.

Sovereign enjoyed considerable expansion throughout the 1990s, with a focus on creating fully managed – and, where appropriate, regulated – client service centres in key jurisdictions such as the Bahamas, Guernsey and Singapore. However, in light of the OECD’s growing scrutiny and their increasingly critical stance towards offshore finance centres, we took the strategic decision to broaden our footprint into mid-shore and onshore jurisdictions. These were not only more commercially friendly but also less likely to come under OECD fire. More importantly, we recognised the value of offering both intermediaries and end clients a broader, more flexible range of jurisdictions for establishing trusts and corporate structures.

We went on to establish subsidiaries in the UAE, Bahrain, Cyprus, Malta, Mauritius, Switzerland which resulted in our Group becoming one of the largest, independent organisations offering global corporate client services complementing the international tax planning, asset and wealth protection needs of private clients whilst being able to address the international requirements of an SME and larger corporates.

Complementing the referenced services, we became rather expert, especially in Guernsey (thereafter Malta and Gibraltar) in establishing pension trustee services, highly relevant to international mobile families who could move their domestic pension fund into an international pension arrangement, enabling Sovereign to meet the growing demand of international retirement provisioning. This led us to become a leading light in the pension services industry, which perhaps was never a plan that we thought about when we first established some 38 years ago.

This expansion approach enabled clients of all kinds to be serviced globally whilst relying on services being offered within the vicinity of where they were actually resident. A welcomed approach compared with many other trustee companies only offering 2 or 3 offshore jurisdictions.

I physically moved from Gibraltar (offshore) where I started my career in 1990 relocating to the UK (onshore) to establish our London based subsidiaries.

2. Working across multiple jurisdictions, what insights can you give us about managing complex international legislation, and how this can help guide clients?

Sovereign consequentially became a force to be reckoned with due to now having over 23 subsidiaries located in the world’s leading offshore, mid-shore and onshore financial centres – including Qatar, Saudi Arabia and South Africa. This global reach allows us to create onshore client arrangements complemented by mid-shore and/or offshore structures, and, where appropriate, trusts. The result? Structuring that is commercially viable, acceptable to third parties, and capable of delivering robust wealth and asset protection, compliant tax planning and, importantly, succession, estate duty and inheritance tax solutions.

3. As someone with a unique blend of professional expertise and personal passions – sports mind coaching, international refereeing, squash and cycling – how do you think these experiences shape your leadership style and approach to problem-solving?

I personally would find it a disadvantage in not being able to rely on a non-working outlet and I can submit with actual conviction that my involvement in the world of sport has assisted me to shape and to be successful in the career that I have enjoyed for the past 4 decades. Enjoying multiple outlets is highly complementary to mental and physical health, for the latter, taking time out to participate in sports and at a decent level has majorly contributed to my success and the overall enjoyment sustained in my career to date.

My 2 children participate in high level rugby, cricket and basketball and I take personal satisfaction in giving back to their clubs that will hopefully cause them and their team mates to be better and successful persons, especially through their educational and future young lives.

The world of sport facilitates relationships and there is an intrinsic link between sport and business. I contend that without being involved in sport I will not be as commercially as competitive, would not go the extra mile for the Group I represent, the clients we serve and I would be less successful than I have been throughout my career.

In view of being a professional squash player when I turned 21, to also being appointed as a national coach, which culminated in connecting me with the industry that I have been a part of since 1997, remaining involved with sporting interests and associated outlets has given me the drive and determination to succeed in this industry and the same is very much on point in regard to leading from the front, especially being the MD of our UK subsidiaries, managing an eclectic and successful team.

4. You’ve lectured and spoken at financial services conventions worldwide. What advice would you give to businesses looking to expand internationally or to private clients navigating global tax complexities?

Seek initial advice from chosen, known and trusted professionals.

Be realistic with budgets, plans of expansion and one’s objectives in moving elsewhere, whether this be as a family and/or a corporate.

Macro levels of choice are available compared with the past so there is a need to undertake conscientious and detailed research but make sure that Sovereign are approached to offer and share relevant client experiences, accumulated in servicing individuals, families and corporates for over 38 years. Our practical experience and expertise can quickly be placed at ones disposal, especially to appraise interested parties of the time frame, budget, potential areas of challenge, and to convey the benefits of a tailored strategy regardless of one’s situation.

5. Sovereign is known for combining global reach with personalised service. What do you think makes the Group stand out, and how do you feel your team contributes to this success?

With old-fashioned values and a renewed focus on customer service Sovereign has earned the respect and recognition of practitioners, intermediaries and private clients globally. We continue to provide value for money, continue to adapt, evolve and ensure that every client, regardless of size, importance, ambition or wealth, is treated equally by staff and management, many of whom have enjoyed progressive careers with Sovereign from when we started 38 years ago.

The post SIMON DENTON Managing Director, Sovereign UK appeared first on The Sovereign Group.

1. What are the key client demographics you work with, and what types of solutions are high-net-worth individuals (HNWIs) from regions like PRC most interested in?

My key client demographics are primarily from the PRC. In PRC, I often work with high-net-worth individuals (HNWIs) who are generally in their early 40s to late 60s. This group typically includes successful entrepreneurs, corporate executives, and professionals from sectors like finance and technology. What I’ve noticed is that these clients are really looking for comprehensive wealth management solutions, covering everything from investment advisory to estate planning and tax optimisation strategies.

A major concern for many of them is asset protection, especially when it comes to the political uncertainty and their children’s marriages. They want to ensure their wealth is safeguarded against any potential risks that might arise from marital disputes. I also see a growing interest in cross-border financial planning to effectively manage their assets on a global scale. This reflects their aspirations for wealth preservation and growth in today’s interconnected world.

2. How have you seen the demand for family trusts and wealth protection evolve over the years, especially in markets like Hong Kong and PRC?

The demand for family trusts and wealth protection mechanisms has really evolved over the past few years, especially in markets like the PRC and Hong Kong. As wealth accumulation has accelerated, thanks to rapid economic growth, I’ve noticed that more high-net-worth individuals are looking for ways to safeguard their assets from potential legal, political, and economic uncertainties.

In the PRC, for instance, there’s been increasing scrutiny on capital outflows and a tightening regulatory environment. This has led many affluent families to consider trusts as a way to protect their wealth and maintain their privacy. Similarly, in Hong Kong, the region’s reputation as a financial hub has attracted both local and international clients who are seeking sophisticated estate planning solutions.

There’s also a rising global awareness about inheritance taxes and the importance of succession planning, which has fueled interest in these trust structures. Overall, I see a trend toward more sophisticated wealth management strategies, with family trusts becoming an integral part of long-term financial planning for families looking to secure their legacies.

3. For clients considering trust structures, what do you believe are the most compelling benefits that resonate with high-net-worth individuals seeking wealth preservation and inheritance planning?

For high-net-worth individuals considering trust structures, there are several compelling benefits that really stand out, especially when it comes to wealth preservation and inheritance planning.

First and foremost, trusts are a powerful tool for asset protection. They can shield wealth from creditors, legal claims, and even potential mismanagement by beneficiaries. This is especially important for those who want to ensure their assets are preserved for future generations.

Another key advantage is the tax benefits. Trusts can help clients minimise estate taxes, which means more wealth can be passed on to heirs. Plus, they offer a high degree of control over how and when assets are distributed. This allows individuals to set specific conditions that are tailored to their beneficiaries’ needs and maturity levels.

Additionally, trusts can make the transition of assets smoother upon death, helping to avoid the lengthy and often public probate process. All of these features come together to create a robust framework for wealth management. It really resonates with high-net-worth clients who are focused on long-term financial security and preserving their legacies.

4. With your extensive experience in both the U.S. and Hong Kong, what unique challenges and opportunities have you come across when advising clients on holistic wealth management and cross-border asset planning?

While I was in the U.S., I really focused on new PRC immigrants as my main client base. When I compared them to PRC clients in Hong Kong, I noticed some key differences.

One major hurdle I encountered is asset location. Some PRC clients in Hong Kong aren’t very familiar with international financial systems and trust structures. For them, these concepts can feel quite new, and a lot of them don’t have global assets, which complicates setting up family trusts.

But here’s the interesting part: these challenges actually create opportunities for tailored solutions. By really getting to know my clients and their unique backgrounds, I can develop customised wealth management strategies that align with their specific goals.

And let’s not overlook the growing market. With an increasing number of PRC clients interested in international wealth management, there’s a significant demand for cross-border wealth management services. They often seek guidance to navigate their new environment, which opens up a lot of opportunities for us as advisors.

5. Why do you believe the Sovereign Group is best placed to offer tailored wealth management solutions for high-net-worth individuals and families?

I believe that the Sovereign Group is uniquely positioned to offer tailored wealth management solutions for high-net-worth individuals and families for several reasons.

First, our global expertise really sets us apart. With a presence in multiple jurisdictions, we can access a wide range of products and services, allowing us to customise solutions that meet the unique needs of our clients.

Second, we pride ourselves on our personalised service. We take a client-centric approach, ensuring that each individual or family receives the attention and tailored solutions they deserve based on their specific goals and circumstances.

Additionally, we offer a comprehensive suite of services. From estate planning to tax optimisation, and asset protection, we cover all the essential aspects of sophisticated wealth management.

Our team also consists of experienced professionals who bring deep knowledge in trust, law, and taxation. This expertise ensures that our clients receive top-notch advice and strategic planning.

Lastly, we have built a solid reputation based on trust and integrity over the years. For high-net-worth clients, having a reliable partner managing their wealth is crucial.

By combining these elements, we’re confident that we can effectively address the complex financial needs of high-net-worth individuals and families, providing them with peace of mind and tailored strategies for wealth preservation and growth.

The post Vivian Leung – Associate Director, Business Development, Sovereign (Hong Kong) appeared first on The Sovereign Group.

I love what I do. Growing the business, working with great people and I’m passionate about helping our clients meet their objectives. Whether that be an employer wanting to attract and retain staff or an employee wanting an easy way to save for their future.

Those earlier years of adventure have been invaluable as they gave me a good understanding of life and challenges in various countries. I have an international mindset, I gained confidence, honed my communication skills and that helps me connect with our global client base. I still get to travel and to talk and help people. I find it rewarding, as we provide an important service and I feel we’re making a difference, so I am lucky.

Believe it or not, pension and savings is a creative space to be and with digital innovation, the longevity crisis and globalisation, it’s exciting too! 

1. With 30 years in the occupational pensions world, you’ve seen it all! What are some of the biggest changes you’ve witnessed, and what do you think the future holds for pensions?
   

What a change there’s been! Back in the day, an international pension was only used by large multi-nationals in sectors such as Pharma, oil and gas and quasi-governmental organisations/NGOs. Employers had pension departments embedded within their “Personnel” teams as it used to be called back then. Everything was done either by post, fax or landline.

For an employee, their pension was a distant thing, where they probably got a pension statement through the post to their “home country” address that they rarely visited. The statement was complicated, and a lot of people would just ignore it.  Employees stayed for the majority of their career with the same employer. There was minimal pension education or engagement as it was a paternal mindset where governments and employers would provide.

Move forward to now and everything has changed. With globalisation we’re seeing any size of employer that could have either a cross-border operation or international staff. The sector spectrum is much wider including medical, tech, renewable energy and international schools to name but a few. Personnel became HR and the teams shrunk, and policies and people’s needs became a lot more complicated.

Millennials and Gen Zs fill the workforce, and they are more vocal in their expectations. They are also likely to have multiple employers and industry variance over their career and work in more than one country in their lifetime.

Employers are now looking for pension and savings providers to fill the void of their smaller HR teams and provide the experience and expertise to help them meet their challenges. They expect robust administration as a given and are looking for simple, transparent and easy servicing and economies of scale. They also want staff engagement taken off their hands.

Employees are more aware.  They expect online servicing and information so they can self-serve. They want engaging content, easy to find and digest so they can research and get what they need when they want it.  They will only really contact a provider if they have to.

I’ve lived that evolutionary journey and it’s been fascinating.  I’ve seen the needs, expectations and servicing change. I am even more excited for the future, as pension auto-enrolment spreads over the world, technology innovation cycles get shorter, and people’s expectations continue to change.

It’s going to be a major shift for the industry. I am focused on keeping us up with, and hopefully ahead of the curve, with people looking at our service as best in class, with a personality and a deep understanding of people. I want us to set the tone.

It is still a people business, but it will be who can keep up, adapt and deliver, that will succeed.

2. You’ve worked with employers of all sizes and sectors, from not-for-profits to large organisations. What’s your approach to helping them find the right pension/savings solutions for their unique needs?
   

Within the international space, I carry out a discovery session. Normally remotely, but with Teams/Zoom, cameras on so you can really connect. Remember, it’s a people business. The client organisation culture will set the tone, and I’ll adapt accordingly.

I’ve normally already got a picture of the strategic need however I like to engage with the people at the “coal face” to understand their challenges, learn more about the population in question, their contract terms and also about the company expectations for growth and country footprint in the medium term. All of that information will feed into the final solution.

A lot of the time employers know they have an issue, or that they have to do something, but are not really sure what. I find that by talking through the discovery process, it helps the client look at it holistically and really capture all their thoughts and requirements.

Our service is a set of building blocks that we have at our disposal and with experience and expertise it allows us to build the optimum solution to meet the client’s need. We can also future proof it, once we understand their potential medium to long-term goals so that they can bolt on (or remove) structure easily and gain greater efficiency and economies of scale.

It is very much a partnership as you are going to work together potentially for decades. I’ve known clients that have started with 60 international employees via a central payroll and 10 years later have grown to over 2,000 employees, local and international split between several countries and payrolls. Needs are constantly changing and that is the joy and the creative side of the business.

3. Your Island Pension (YIP) has been a real game-changer for Guernsey. How has it been received so far, and what impact do you think it will have on the local community?

It has been an interesting journey to deliver a solution that is simple, easy and affordable to a community where 60% of the working population has not been saving for their retirement. Consequently, understanding the audience, education and communication have been key.

It was important to get out into the community and chat to people. Whether that was drop-in sessions for employers or employee sessions in pre-schools, builders’ yards or garages.

It is a historic shift for the island, and it was important to take everyone on the journey and not leave anyone behind. Delivering YIP will help our community to prevent pensioner poverty and allow people to have more freedom and choice when they retire.

For our children and grandchildren, as soon as they join the workforce, they will automatically start saving and that will super charge their retirement fund.

Interestingly, when the government delayed the launch from January 24 to July 24 there was an outcry locally. Most people know they need to do something. They just needed the push.

YIP has been very well received in Guernsey and our recent survey results stated 95% of our YIP clients said they would recommend YIP to others.

I am immensely proud of what our team has achieved, and it will be nice to look back in 20 years’ time and think, yes, I helped with that!

4. Navigating pensions can feel overwhelming for many employers and employees. How do you make it easier for them to understand and feel confident about their choices?

Active listening and communication are key. Employers are relying on you to be the expert and guide them accordingly, so you really need a deep understanding of what they need.

People engage and digest information in different ways and there is variation between an international message and a domestic approved pension message, such as Your Island Pension. You need to understand your audience to connect effectively and get the message across.

For employee presentations, where appropriate, I find humour a useful tool. Getting people to relax, they absorb more and will feel comfortable asking questions.

Plan populations can be made up of different generations, nationalities and levels of knowledge so it’s about providing engaging content at different levels so everyone can find their level and feel at ease.

For instance, with YIP, on the employee Knowledge Hub we start with foundational information such as “what is a pension” and “What happens if I die”. For employers we provide PDF and videos servicing tutorials, so they can choose what works best for them. We also worked with the Guernsey Disability officer to ensure all in the Guernsey working community are catered for.

5. Sovereign operates in over 20 countries, but your role is based in Guernsey. How does being part of a global organisation help you deliver tailored solutions?

One of the reasons that I joined Sovereign is that it has the perfect global footprint for international occupational business. Although I am based in Guernsey, our marketplace is global.

Sovereign is perfectly placed to benefit as countries start putting in mandatory domestic occupational pensions (autoenrollment) and are also situated within exciting and developing markets and locations with expatriate concentrations.

It’s a very powerful message to have experience and expertise in a relatively niche business line, a paperless administration system and a global footprint where we have boots on the ground and understand the local markets.

The post Jo Smeed, Occupational Pension & Savings Executive, Sovereign Pension Services (CI) Ltd appeared first on The Sovereign Group.

1. Can you share a bit about your background and areas of expertise?
   For over ten years, I have specialised in providing high-net-worth clients with family wealth succession planning and strategic guidance on offshore corporate structures within the trust and corporate services sectors. In addition to holding the full member qualification from STEP (Society of Trust and Estate Practitioners), I will be granted Associate Membership with the Hong Kong Chartered Governance Institute as a Chartered Secretary and Chartered Governance Professional. My expertise lies in assisting clients with the management and restructuring of sophisticated private corporate structures, facilitating the systematic transition of family wealth to future generations.

2. You were recently promoted to Head of Trust and Corporate Services. What is your vision for leading the team?
   The use of trusts can be intricately linked to corporate structures, as a comprehensive trust framework almost invariably involves corporate structures to hold various asset types. Over the past ten years, I have come to understand that being a reliable trust adviser requires broad-based professional knowledge to meet the dynamic demands of global regulatory and tax reporting requirements. I look forward to leading Sovereign Hong Kong’s Trust and Corporate Services team, allowing us to provide clients with even more specialised and extensive advisory services, fully tailored to meet their evolving needs.

3. How do you introduce the concept of trustee services to your clients?

   The first impression many people have of a “trust” or “trust fund” may be that it is something only high-net-worth individuals need, or they might perceive it as an investment product. However, under common law, a trust is a legally structured fiduciary relationship. Simply put, anyone with personal assets might have a potential need for a trust. An appropriately structured trust can protect assets, achieve tax deferral or reduction, and, most importantly, facilitate the seamless transfer of wealth across generations.

   For those considering setting up a trust, choosing a trust company with deep expertise is essential. Trusts are long-term arrangements, making “trust” itself a critical foundation when selecting a provider. I always advise clients to look into the background of the trust company. Sovereign, a multi-jurisdiction corporate service company with 37 years of experience, is dedicated to providing clients with trust and corporate solutions to meet their unique needs. Beyond a trust company’s history, the ability to understand client goals and deliver comprehensive expertise and personalised solutions is highly valuable, particularly for high-net-worth individuals.

4. What advice would you give to someone looking to plan for wealth succession?

   I recommend that clients first review their current personal and family circumstances and types of assets before setting up a trust. Key factors to consider include: personal and family health conditions (does any family member require special care?), the ages of children and their capacity to manage family assets, the tax residency status of both the client and family members, and which assets are intended to be transferred into the trust.

   Establishing a trust structure is much like building a house; a strong foundation is essential. The number of floors and rooms depends on the family’s needs—more children might mean more rooms, requiring deeper foundations. Trust assets are like the furniture and equipment within the house, symbolising how trust assets are utilised to ensure wealth is passed down through generations.

   As a professional trustee, I work closely with clients to conduct a comprehensive review of their family circumstances and asset types, guiding them step by step through the trust establishment and asset transfer process to ensure a well-structured and sustainable plan for future generations.

   With the rise of wealth in the ASEAN region, we also look forward to exploring new markets and identifying where we can assist.

5. How do you embody Sovereign’s values in your work, particularly in maintaining strong client relationships and delivering excellent customer service?

   As a professional in trust services, I believe that building a relationship of trust with clients is just as important as having expertise. Over a decade of experience in planning trust arrangements has shown me that delivering an effective trust solution depends on genuinely understanding the client’s needs. Patiently listening and fully understanding the client’s circumstances and objectives are the most crucial steps in establishing a trust.

   Sovereign’s core values—Listening, Understanding, Planning, and Delivering—align perfectly with my approach to trust services and my commitment to client-centred solutions.

The post Alex Wong, Head of Trust and Corporate Services at Sovereign Hong Kong appeared first on The Sovereign Group.

James’ role includes managing a team of business development professionals, and his analytical approach ensures clients receive swift, accurate, and comprehensive advice on their business setup options.

Can you tell us about your role as Business Development Manager at Sovereign PRO Partner Group and what it entails?

I have been with Sovereign, the leading corporate service provider in the GCC, for over 6 years and have spent more than 16 years in the GCC region. I’m based between our Dubai and Riyadh offices and specialise in assisting companies in the UAE, Europe, US and Asia to expand their footprint into the UAE & KSA markets. I have played a vital role in the growth and expansion of our clients into both markets and make sure I navigate their expansion, so they fully understand what is required prior to them deciding to go ahead.

What has been your career journey leading up to your current position, and what motivated you to join Sovereign?

Prior to working with Sovereign, I was in various roles but always in the sales & business development role. I have been in online advertising, procurement for United Nations as well as trading commodities worldwide. I started straight out of school in between University and never looked back! I was blessed to have good guidance from a young age through sport, teachers and mentors. Having to work through many hardships allowed me to understand that being successful is as much about grit, determination and discipline as any talent I may or may not possess. Once understood you are able to control your controllables and significantly increase your success.

I was recruited over 6 years ago, to provide a more sales focussed approach to the then PPG. I enjoy a challenge and saw an opportunity to be an integral part of growing the company, both in terms of revenue but also in market share.

What do you find most rewarding and most challenging about your work in business development?

I certainly find the most rewarding part of the role is to navigate what can be an extremely confusing and difficult market to penetrate and turn it into a digestible understandable process so that both High net worth individuals & multinational companies can enter the market as well as stay compliant.  I really enjoy helping people/companies achieve their goals.

Some of the challenging aspects can be the complexities that can change suddenly in the market from a governmental standpoint, however like all emerging markets we always have to adapt. This adaptability generally gives more opportunity to the client if we are able to communicate them coherently and professionally. It is why we have made a name for ourselves as the CSP to rely on.

I am always looking forward to helping a client achieve their goals.

How do you stay motivated and driven in such a dynamic industry?

Targets are imperative to staying motivated.  Having an overall goal is as important.  Then by trusting your ability and the team around you, we are able to work towards it whilst knowing that the small steps will get us there.  Always trust the process.

I was given a golden nugget at an early stage of my career. Understand that whether you have a successful day, or less so, every new day is unique and separate to the last.  By understanding that I am able to segregate the highs and lows, stay stable and know that by trusting the process we will improve on an upward trajectory.

This industry for sure keeps you on your toes, whether it be 100% foreign ownership coming into play, meaning that a whole new approach became applicable or to new laws that require different considerations.  These new rules make sure that everyday we are learning something new.  I enjoy relaying new information to clients and making sure they stay compliant in a complex jurisdiction.

Do you have any exciting projects coming up? We heard you’re undertaking an incredible marathon challenge! 

On the work front, I am enjoying the next chapter of improving the KSA office. We have started strongly and are gaining significant market share through networking and referrals.  I am looking forward at continuing being at the forefront of this market and helping more and more entities expand into the region.

On a personal front I am currently training for an epic challenge in the early part of the New Year.  I am running 7 Marathons, in 7 consecutive days on all 7 continents. I am taking part in this challenge to raise both awareness but as vital, funds for underprivileged children in Asia and Europe who critically are needing support. I was blessed to be able to spend time with some of the children whilst on a work trip in Hong Kong which motivated me even more in this challenge. The training is grueling, but I am keeping my focus and it will be worth it when we are able to really make a difference to these children’s lives.

Please do support our journey by following our social media (LinkedIn, Instagram) and of course donations are welcomed to the Sovereign Art Foundation.

I am most looking forward to (albeit some apprehension) running the first marathon in Antarctica, but Cape Town, Perth, Dubai, Madrid, Fortaleza in Brazil & Miami will all be epic in their own way!

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The post 5 Questions With James Elliot-Square – Regional Business Development Manager appeared first on The Sovereign Group.

What inspired you to join the team at Sovereign?
I was delighted when the opportunity to join Sovereign came up; I knew the company well and it always struck me as a great place to work. Sovereign’s reputation on the Isle of Man and indeed as a global Group in the industry is second to none so having the chance to now be part of that is fantastic.

What locations do you work in?
I am based in the Isle of Man and am responsible for business development for the Island and also our North West office in Chester. However, given the nature of the Sovereign Group, if a client requires assistance from any of our 20 global offices I am able to assist. From a business development perspective, it is amazing to have that breadth of location and expertise to offer. It is a cliché, but no two days are the same, being part of a multi-jurisdictional business means you never quite know who you are going to speak to and where they are based.

What do you find most rewarding about helping clients with their needs?  
The most rewarding thing is when you are able to find the right solution to suit a client’s needs. In many cases a prospective client has an idea that they may want to go down a particular path and set up a structure in a jurisdiction that may not be right for them. Being able to demonstrate that another path and jurisdiction will suit their needs better can be a challenge but is worthwhile and rewarding when they see the other opportunity.

What advice would you give to someone looking to set up a company in the UK? 
It’s the same advice I would give to anyone looking to set up any structure and that is to make sure you are doing it for the right reasons and to receive advice on your tax position before doing anything.  The world is changing on what feels like a daily basis and the regulatory world is no different, especially at the moment.  Setting up a UK company, or any other structure, can have a whole host of benefits but jumping into something without the correct intentions or advice may have consequences in the future.

Deliver the best service you can and be honest and true to yourself.  You want your relationships with clients and intermediaries to last a long time so it’s important to do what you say you are going to do and in the timeframe you agreed.  I have worked in a very competitive market for the last 25 years and can say some of those people I met when I first entered the industry (those who haven’t retired and are still with us) I still speak to now.

What piece of advice you would you give to your younger self starting in this industry?
To surround yourself with good people and trust your gut feelings.  I have been incredibly lucky to have worked with and met some fantastic people but after some reflection I also consider myself fortunate to have met and worked with some that are more challenging shall we say.  This has allowed me to form my own opinion on how I would like to do things and treat people and the opposite.  I would tell my younger self to trust your gut and if it’s doesn’t feel quite right then don’t do it, and if you do and it doesn’t work out as you hoped to learn from the experience.

The post 5 Questions With Andy Cowin, Business Development Manager, Isle of Man & Chester appeared first on The Sovereign Group.

As Sovereign’s Head of Residency and Citizenship Services, Ceri is responsible for the planning, development and implementation of all the group’s residency, tax residency and citizenship programme services.

This entails working alongside Sovereign’s local professional service providers and our business development teams to combine their offerings with the relevant government agencies and qualifying investment partners to deliver all-encompassing residency and citizenship solutions.

What led you to your role as Head of Sovereign’s Residency & Citizenship division?

I am originally from the UK but moved to the Middle East with my family at the age of 10. Having returned to the UK to complete my secondary and university education, I began my career in London as a wealth manager in 1996. Having experienced the expatriate lifestyle from a young age, I was keen to keep moving and began working in the international wealth management sector in 2000.

As a self-employed wealth management consultant, I established and built my own advisory business and team in Southeast Asia. I was a Sovereign client myself, having incorporated my business through Sovereign, and I soon began introducing my own clients to Sovereign when they required professional corporate or private client products and services.

Between the introduction of the US Foreign Account Tax Compliance Act (FATCA) in 2010 and the OECD Common Reporting Standard (CRS) in 2014, it became apparent to me that residency and citizenship (RC) planning were set to become crucial elements in international wealth management planning and strategy.

It was then a relatively small industry, but I believed it had huge potential for growth, so I switched my professional focus to the sector in 2016.  I was keen to work with an international organisation that had the geographical diversity, professional knowledge, experience, as well as the products and services, to provide international clients with all-encompassing RC and private client planning advice and services.

The Sovereign Group was the obvious match. I reached out to my Sovereign contacts in Singapore, Andy Galway and Will Headley, who kindly put me in contact with Group Business Development Director Nick Cully and CEO Gerry Kelly. We met, discussed our common objectives, and I began working as a consultant to the Group in February 2019.

What is a typical working day like for you?

As a Group, we assist clients with the planning and implementation across more than 50 government-approved residency, tax residency and citizenship programmes, in more than 20 countries. As you can imagine, this would not be possible without the cooperation and assistance of colleagues – directors, managers, BDMs, marketing, administration and support staff – and partners based in each applicable country.

The average day varies, but usually entails me working across multiple jurisdictions to advise and assist potential clients, to liaise with colleagues at our local offices and our partners, and to research, formulate and deliver all-encompassing RC services to clients.

RC programmes are also continuously evolving, with the creation of new government programmes, the incorporation of additional options and benefits within existing programmes and, of course, the removal of programmes that are no longer considered beneficial to that particular economy or society.

It’s therefore essential that I keep up to date with industry news and developments, that I train my colleagues and work closely with the marketing department to update news reports and materials, and that I implement promotional strategies either online or directly to clients and partners through webinars and seminars.

As an RC expert, which programme or jurisdiction best aligns with your own long-term goals?

In a world of political uncertainties, restrictions on travel and the movement of assets, and increased taxation, our clients and their families and businesses have developed a genuine need for liberating, flexible solutions. Fortunately, globalisation and increased ease of mobility have meant that country borders are no longer the barrier they once were.

Alternative residency and/or citizenship strategies provide a broad spectrum of immediate and future benefits and opportunities: security, lifestyle, mobility, education, healthcare, travel, business, investment, tax planning and retirement. When planned and implemented correctly, such opportunities are not just available to the main applicant, but also their family and succeeding generations.

Individuals’ needs and wishes change and evolve over time, so it is not necessarily the case that a client will establish residency, tax residency or citizenship in one country alone. Over time we will continue to work with clients or their family members to grow their residency and citizenship portfolio to match their individual requirements and provide greater benefits and flexibility.

Given the multi-jurisdictional nature of my role, Sovereign’s extensive network of offices, experienced local teams and partners, and, crucially, today’s communications technology enables me to work remotely and perform my role effectively without the need to always be in the same physical location as my colleagues or the clients with whom we work.

Thailand is currently my family home; it suits my relatively young family very well because it provides all the benefits referred to above. Combining this with an internationally based business and personal wealth management structures makes it an attractive place to establish a place of residence.

It is likely, however, that future family, educational, business, tax and, eventually, retirement goals and needs, will see me and/or my family members establishing residency (primary or alternative), tax residency and/or citizenship elsewhere. This could be in any country that implements attractive policies and opportunities, whether that be in Europe, the Middle East, Africa, Asia or the Americas.

As with our clients, it all comes down to personal and business needs, and the opportunities and benefits available in each location at that time. The important thing is to plan, to maintain ties to countries that continue to provide liberating and flexible opportunities – and to distance yourself from those that don’t.

What is a common misconception about the RC industry?

Due to recent, significant increased international promotional activity by investment-focused sales agents, many clients and professional partners are under the impression that RC planning options are limited to residency and citizenship by investment programmes, commonly referred to as ‘Golden Visas’.

This is not correct. While such programmes may be suitable for some clients, they are not suitable for everyone. No two clients’ requirements and objectives are the same, which means that residency and citizenship planning must be approached holistically, not from the mindset that one or two solutions fit all.

Government-approved residency and citizenship programmes enable foreign nationals to gain full residency rights in a new country in return for making a capital investment, establishing a local business and/or injecting capital into the economy. Available programmes include:

• Financially Independent Visa Programmes
• Business Start Up, Investment and Incubation Programmes
• Residency by Investment Programmes
• Tax Residency Programmes
• Citizenship by Investment Programmes
• Citizenship through Naturalisation

The Sovereign Group’s extensive range of private client and corporate services, global office network, experienced local teams and professional service partners ensure that we are very well placed to assist clients from all over the world with the identification, development and implementation of the most suitable overall strategy for their individual needs.

Your role involves speaking at various events throughout the year. Are there any upcoming ones where we can catch you?

Yes, we do have an in-person event organised in September. In conjunction with the Sovereign/PPG UAE offices, all our offices and partners that provide RC planning and accompanying services, we will be hosting a Sovereign-branded Alternative Residency, Citizenship and Private Client Tax Planning Forum in Dubai on 25 September 2024.

This provides an excellent chance for the Sovereign Group to inform and educate our clients and partners of the broad range of residency and citizenship options available, as well as the accompanying private client and corporate planning services that we can bring to the table for international clients to really take full advantage of these opportunities.

For further information or to register, please refer to the following link:

Alternative Residency, Citizenship and Private Client Tax Planning Forum in Dubai, 25 September 2024.

The post 5 Questions With Ceri Pratley, Head of Residency & Citizenship Services appeared first on The Sovereign Group.

Can you tell us about your background and how you became an insurance broker? 

Not having thought of insurance as a career previously, I landed on a travel insurance company in 2021 and fell in love with it.

I then moved to SIS in 2022, where everything got even better and more interesting as I was able to expose myself to other types of insurance. Some say ‘Insurance is boring’ but I personally find it deeply interesting – you can tailor policies for each client, which allows you to play around with different conditions and learn new things!

Credibility in this industry is very important, therefore completing the Cert. CII was a must for me, since the start! I put myself in our clients’ shoes, and I would feel a lot more confident in my insurance broker if they had qualifications that backed their knowledge. It also helps me to understand the ‘whys’ and ‘hows’ of certain aspects of the job, which in turn allow me to negotiate with underwriters and find a solution to a potential problem.

What are your areas of specialism?

I specialise in three areas:

• Marine: We can offer cover for privately used yachts, as well as chartering vessels. Our appetite would be vessels valued between £300,000 and £50,000,000. We have a broad network of wholesale brokers and insurers, which allows us to cater for a variety of clients.
• Commercial properties: This can range from management companies, detached houses, portfolios of flats, offices, restaurants, clinics, etc. This cover is key to protect not only the structural integrity that can be affected by flood or fire, but also to protect your liability as a landlord.
• Travel: We can cater for individuals up to 79 years old, as well as corporate groups. With a corporate policy we can also add an employee’s family, which is usually a strong selling point.

How do you build and maintain strong relationships with your clients?

Acting on our clients’ behalf can be challenging, therefore maintaining a close relationship with them is essential if we want to perform our role correctly.

Quarterly check-ins, regular coffee invites, and availability are key to building and maintaining a relationship worth having.

What strategies do you use to ensure your clients understand their insurance options?

Insurance lingo can be difficult to understand if you are not used to it – believe me, I’ve been there!

The best way to explain and make sure the client and I are on the same page is by translating it into ‘plain English’.  I personally like to use different claim scenarios to explain the necessity of certain cover – that way, clients can understand cause and effect and how much a silly claim can affect you financially.

A phrase I like to use with my property clients is, ‘If you were to turn your house upside down, whatever falls are your contents, whatever stays put are your Fixtures and Fittings’ – it makes it so much clearer for the client as it’s easier to picture than to individually think what is fixed and what isn’t.

What do you enjoy most about your job as an insurance broker, and how do you plan to continue growing and developing in your career?

I’ve always liked helping people, finding solutions and solving problems. This is the perfect industry where you can do all three.

Working on three different areas of insurance allows me to meet different people, with different backgrounds and needs, some more complex than others. It can range from High Net-Worth individuals who own a superyacht, to a management company needing building insurance.

Providing a solution for our clients and working alongside them is rewarding, as again, insurance can be difficult to navigate.

I am currently working on my Dip CII which consists of four units and goes a lot more in-depth into all insurance matters. This will allow me to understand the ins and outs of the industry and prepare me for more senior roles within insurance.

I also participate in several courses provided by the CII, GII and others which helps me stay up to date with the market changes and new trends.

The post 5 Questions With Abril Ambrosoni, Insurance Broker – Sovereign Insurance Services – Gibraltar appeared first on The Sovereign Group.

1. Louiza, congratulations on your recent promotion to Head of Corporate Administration! Can you share with us what this new role entails and how it aligns with the strategic goals of The Sovereign Group?
    
   Thank you for your kind words! I am excited about my new role as Head of Corporate Administration. In this position, I will oversee the administrative functions in the office in coordination with the rest of the Sovereign Group, ensuring efficient and effective operations. My responsibilities include managing our administrative team, streamlining processes, and implementing best practices to enhance productivity and support our strategic initiatives.I will focus on improving efficiency, promoting teamwork, and using technology to support our goals. By enhancing our administrative functions, we aim to help all departments achieve their targets and drive company growth. I look forward to contributing to the success of the Group.

2. With 15 years of experience in reputable law firms, corporate services providers, and a Big4 firm in Cyprus, how has your extensive background prepared you for this leadership position?
    
   My 15 years of experience have prepared me well for this leadership position in several key ways:
   1. Industry Knowledge: I’ve learned a lot about legal and corporate services, helping me navigate complex rules and regulations.
   2. Efficiency: I’ve developed strong skills in improving operations and making processes more efficient.
   3. Teamwork: I’ve worked with many different teams, which has taught me how to create a positive and productive work environment.
   4. Strategy: My experience at a Big4 firm gave me valuable strategic and analytical skills.
   5. Technology: I’ve used technology to enhance processes and support business goals.

   These experiences have provided me with the skills and knowledge to lead effectively and drive the growth of the Corporate Administration department.

3. Can you walk us through a typical day in your role as Head of Corporate Administration, highlighting the key responsibilities and challenges you face?
    
   Sure! As Head of Corporate Administration, my day typically begins with reviewing the previous day’s activities and planning priorities with my team. I oversee administrative operations across departments or external associates to ensure smooth and efficient processes. A significant part of my day involves meetings with clients as well as meetings with internal teams and department heads to discuss projects, address issues, and improve operations through better communication and collaboration.

   Challenges such as tight deadlines and regulations spur innovation and improvement. I prioritise team development through mentoring to enhance our overall performance.

   In summary, my role involves strategic planning, solving problems, and collaborating with teams to ensure our administrative operations support our office goals and the whole Group as well.

4. What are some of the most rewarding aspects of working in corporate administration? How do you ensure the highest standards of service for your clients and how do you foster teamwork and collaboration within your department to achieve exceptional results?
    
   Some of the most rewarding aspects of working in corporate administration include ensuring smooth operations that support the entire organisation’s success and being able to streamline processes that improve efficiency. To maintain the highest standards of service for our clients, I prioritise clear communication, quick responsiveness, attention to detail, and a proactive approach to anticipating and addressing their needs. By continuously refining our processes and staying updated with industry best practices, we ensure we deliver exceptional service that meets and exceeds our clients’ expectations.

   By following the above, we are able to provide top-notch administrative support that not only meets but exceeds our clients’ expectations, contributing to their success and, ultimately, the success of the Sovereign Group.

   I foster teamwork and collaboration within my department by encouraging open communication, setting clear goals, and promoting a supportive environment where everyone’s contributions are valued. Regular team meetings, brainstorming sessions, and team-building activities help strengthen relationships and align efforts toward achieving exceptional results.

   I aim to create a collaborative and supportive environment where team members can thrive and contribute their best, ultimately leading to exceptional results for the department and the organisation.

5. Having joined The Sovereign Group in November 2022 and now leading a department, what motivated you to join the company initially, and what are your aspirations for the future of the Corporate Administration department?
    
   Joining The Sovereign Group in November 2022 was driven by its esteemed reputation and commitment to excellence in the industry. I was attracted to the opportunity to collaborate with a dynamic team dedicated to advancing Corporate Services and raising service standards. Moving forward, I aspire to make substantial contributions to the company’s ongoing growth and success. Ultimately, my aim is to establish the Corporate Administration department as pivotal to The Sovereign Group’s achievements, enhancing our reputation for excellence and surpassing our clients’ expectations.

The post 5 questions with Louiza Nourmi, Head of Corporate Administration, Cyprus appeared first on The Sovereign Group.

With over 25 years in the finance industry, Lisa’s journey began in Operations and evolved through roles, including Fund Administration, Hedge Funds, Family Office, and Project Management. Her involvement in KYC and Regulatory projects significantly enhanced her skill set. Previously, Lisa worked with Vistra Group on the Viewpoint Project, where she played a crucial role in helping roll out Version 8 to all offices. As the Subject Matter Expert (SME) for Entity Administration, she contributed to optimising and standardising processes across the organisation. “I’m excited to bring this wealth of experience to my current role as a Viewpoint Operational Product Owner at Sovereign Group.”, says Lisa. And we’re excited to have you on board.

Could you explain the primary responsibilities of a Viewpoint Operational Product Owner and how they relate to the overall functioning of the Sovereign Group?
As a product owner, I am the link between technology and the wider business and I am responsible for managing and optimising the entity management component within Viewpoint.

I work closely with key stakeholders to deliver on mutually agreed priorities and roadmap, whilst simultaneously ensuring the delivery of continuous improvements through the change framework. I interact with stakeholders on a daily/weekly basis and help team members to achieve their required goals. I try to challenge existing solutions as and when appropriate and I try to deliver an alternative approach to ensure maximum gain and efficiencies.

I am responsible for enhancing the entity management component in line with Group strategy, leading on system development when appropriate. I am also responsible for Identifying key areas that require improvement and implement policies and procedures where necessary to support the business objectives.

Can you talk us through a typical day in the office?
I start my day with my morning routine, which includes checking emails, reviewing schedules, and preparing for upcoming meetings. I typically set a schedule for the day, prioritising my tasks between meetings to ensure productivity and efficiency.

During lunchtime, I make an effort to take a break and sometimes even go for a run instead of a walk. I enjoy listening to podcasts, and “Diary of a CEO” is my favourite.

If my afternoons are free of meetings, I utilise this time to reflect on previous meetings and jot down notes in preparation for upcoming ones. Additionally, I review my task list to ensure that all tasks are completed by their due dates.

As I’m still in the early stages of my time at Sovereign, I also dedicate some time in the afternoon to read knowledge bases and familiarise myself with their processes and ways of working.

How do you balance your day-to-day tasks with the strategic planning required to keep the product development on track and innovative?
I balance my day-to-day tasks with strategic planning by using a structured process prioritisation approach. For example, as part of the Service Transition Project, I have participated in workshops with other product owners to identify and prioritise key improvements for Sovereigns processes and policies. We document these priorities in a spreadsheet, which helps us maintain a clear focus on strategic objectives while managing daily activities. Once we finalise our plans, we present them to the change committee to agree on the roadmap. This method ensures that our day-to-day operations support our long-term strategic goals, keeping product development both on track and innovative.

How do you measure success in your role, and what are your strategies for achieving it?
Success in my role is achieved by effectively managing the entity management component.
Prioritising development backlog, ensuring smooth operations, providing expert knowledge, collaborating with stakeholders, driving continuous improvements, optimising and standardising processes, and maintaining awareness of industry developments.

What attracted you to join Sovereign initially, and what are you most looking forward to in your new role?
I felt drawn to join Sovereign for multiple reasons: their reputation and commitment to their values. I am looking forward to the chance to play a pivotal role in helping guide Viewpoint’s global expansion while streamlining and standardising processes, much like I did in my previous position.

Thank you, Lisa!

The post 5 Questions With… Lisa Feighan, Viewpoint Operational Product Owner appeared first on The Sovereign Group.