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spk00: Ladies and gentlemen, thank you for standing by. Welcome to the SEI second quarter 2023 earnings call. At this time, all participants are in a listen-only mode. Later, we will conduct a question-and-answer session. Instructions will be given at that time. If you should require assistance during the call, please press star, then zero. As a reminder, this conference is being recorded. I'd like now to turn the conference over to our host, Mr. Alex Whitelam, Director of Investor Relations. Please go ahead.
spk07: Thank you and welcome, everyone. I'm excited to join the team here at SEI and look forward to working with you all. We appreciate you joining us today for our second quarter 2023 earnings call. On the call, we have Ryan Hickey, SEI's Chief Executive Officer, Dennis McGonigal, Chief Financial Officer, and the leaders of our business segments, Wayne Rithrow, Paul Clowder, Jay Cipriano, Phil McCabe, and Sanjay Sharma. Before we begin, I'd like to point out that our earnings press release can be found under the investor relations section of our website at SEIC.com. This call is being webcast live, and a replay will be available on the events and webcast page of our website. We would like to remind you that during today's presentation and in our responses to your questions, we have and will make certain forward-looking statements that are subject to risks and uncertainties that may cause actual results to differ materially. Please refer to our notices regarding forward-looking statements that appear in today's earnings press release and in our filings with the Securities and Exchange Commission. We do not undertake to update any of our forward-looking statements. With that, I'll turn the call over to our CEO, Ryan Hickey. Ryan?
spk01: Thanks, Alex. Hello, everyone. I hope you're all having a great summer. Over the past year, we have been laying the foundation for strategic growth. We've evolved leadership, invested in our talent, increased our market presence, and aligned our resources to drive an enterprise-wide approach to our markets. The headlines for the quarter's financial results are revenues in the second quarter were $489 million, up 2% from a year ago. Net income for the quarter was $119 million, a 7% increase compared to last year's second quarter. EPS was 89 cents, up 10% from the 81 cents reported in the same period last year. Dennis will provide more details on our results shortly. In the quarter, we repurchased 1.3 million shares of SEI stock at an average price of $58.56 per share. That translates into $75.5 million of stock purchases. We also declared and paid a semiannual dividend of 43 cents per share. The sales momentum we saw earlier in the year continued through the second quarter. Our focus on proactively engaging with current clients, expanding our pipeline, and connecting resources across the enterprise to identify and execute against cross-selling opportunities are translating into more wins for our sales teams. Net sales events totaled $29.3 million, $23.6 million of which were net recurrence. This represents a 24% increase over the net recurring number we reported in the first quarter this year. While markets have improved recently, we remain vigilant on growing our profits, prudently deploying capital, and delivering at a high level for our clients. With that, let me turn to our business line. The investment manager segment had another solid quarter. We successfully converted several new clients and funds while growing profits. We also recontracted multiple clients and converted our backlog, implementing a number of large accounts during the quarter. Dennis will provide further detail on this in just a moment. Our teams are cultivating strategic relationships and driving growth for our clients. During the quarter, we won new accounts in the global, traditional, and alternative segments. In alternatives, our largest clients continue to expand in the private credit, private equity, real estate, and infrastructure markets. In the quarter, we onboarded a private equity firm previously using in-house administration and two private credit firms. One is a competitive takeaway and another through a competitive bid process. We also signed a large cross-sale PE access platform client, which was also a competitive takeaway. The traditional business and IMS had a very strong quarter. We added new business and all product lines across more than 40 investment managers. In particular, our business expansion in both our turnkey collective investment trust and ETF solutions continue to be strong. We're also pleased to announce that we've recorded our first SEI wealth platform sale to an existing client in this unit. Finally, we completed a large transfer agency conversion, adding more than 1,700 institutional accounts, and successfully partnered with a renowned global asset manager to utilize our CIT platform. This highlights the breadth of our capabilities and the expanding reach on our global scale. Next, private banking had another active quarter, signing three new deals and recontracting four clients. We also successfully implemented three clients on the SEI Wealth Platform during the quarter. We're making significant strides on the technology front, including the SEI Data Cloud. Our cloud solutions are generating growing interest with both existing clients and new prospects. We also continue to make headway in converting clients from Trust 3000 to SWP. During the quarter, we successfully migrated more than 35,000 accounts and approximately $120 billion in assets for one of our larger banking clients. Sanjay and the team continue to capitalize on our pipeline, prudently manage expenses, and drive that growth to the bottom line. We still have some previously announced events to absorb in coming quarters, but we are confident in our current strategy to grow both revenues and profits. Turning to our investment advisors business, we completed the integration of our North American-based intermediary businesses during the quarter. We believe our intermediary business is better positioned to accelerate growth across each of its channels with this realignment. We're seeing early signs of that growth already. especially in the RIA channel, in which we experienced accelerated positive net cash flow during the quarter. Our technology, investment processing, and asset management capabilities allow us to meet our clients where they want to be met and provide a holistic solution that is unmatched in the market. In the institutional investor segment, we secured wins with our outsourcing capabilities across the full spectrum of our offerings. Additionally, existing clients continue to consume our expanded suite of products. Corporate defined benefit curtailments and annuitizations continue to be headwinds in the UK and US, and were the driving factors for the quarter's financial results. We continue to mitigate the DB headwinds, though, through improved cross-sales and lead generation for other SEI services in our private wealth management business, as well as expansion in other institutional markets. Additionally, we recently announced our agreement to acquire National Pension Trust, pending regulatory approval. NPT is a leading master trust in the UK, serving more than 60,000 members. NPT is our second master trust acquisition following the purchase of Atlas in 2021. As we've mentioned, we built a corporate development team last year with a focus on developing, executing, and integrating our strategic transactions to accelerate growth. The NPT acquisition demonstrates our commitment to this strategic priority, as well as our commitment to the UK market. Turning to our investments in new business segment, SDI Sphere had a positive quarter, adding a new credit union client and successfully migrating its first client to the cloud. And our partnership with LSV remains very strong. On the talent and culture front, we expanded our executive leadership team with the addition of Sneha Shah, who will lead new business ventures and will be a future participant on our earnings calls. We are excited to have Sneha join the team as she brings a wealth of knowledge and experience. Throughout her career, Sneha has led growth initiatives at leading international firms, where she created and scaled new businesses at the intersection of data, artificial intelligence, and technology. Sneha's hire also highlights the fact that with our existing growth engines positioned for success, it is now time for us to increase our attention and devote additional resources to new businesses and platforms. Sneha will be focused on identifying and incubating those businesses including SEI Sphere, that we believe will build upon SEI's foundation for future growth and contribute to our corporate revenue goals. It also evidences our commitment to infusing external talent into the company and our ability to attract that talent. On the cultural front, we also made strategic investments in building SEI's brand awareness and our community engagement initiatives. These investments will help amplify SEI's message, drive employee engagement, and elevate our core values. This concludes my prepared remarks. I will now turn it over to Dennis to discuss our financial results for the quarter. Dennis?
spk05: Thanks, Ryan. As Ryan mentioned, EPS for the quarter was 89 cents per share. This compares to 81 cents during the second quarter of 2022 and 79 cents for the first quarter of 2023. Revenue for the quarter was $489 million compared to $482 million in 2022 and $469 million in the first quarter. Total expenses for the quarter were $376 million, which compares to $366 million last year and $367 million in the first quarter. On the sales front, in our technology and investment processing businesses of private banking and IMS, Net sales events totaled $31.1 million and are expected to generate $25.4 million in recurring revenue. In our asset management-related businesses, net sales were approximately negative $1.9 million. Sales from our newer initiatives were slightly positive. Totaled, net sales were $29.3 million, of which $23.6 million is recurring. Private banking sales were $7.4 million in net recurring, or of which $4 million is net recurring. This reflects three new SVP sales. We re-contracted four clients during the quarter, representing $15.2 million in annual recurring revenue. The private banking segment's focus on the regional community bank segment, along with the PCIM segment in the UK, is paying off. During the quarter, we were active with backlogged delivery and conversion activities, including implementing Waverton Investment Management, which helps to further strengthen our PCIM solution for the UK market. We also completed additional business migrations for US Bank, which helps to solidify our SWP SaaS solution, including the conversion of their acquired Union Bank business onto SEI platforms. The current backlog of sold but expected to be installed revenue in the next 18 months is $36.6 million. During the second quarter, two client installations that were scheduled to occur were delayed to later in the year by the clients. We are ready technologically and operationally when the clients say go. Based on current schedules, we expect approximately 60% of the current backlog to convert by the end of the year. The banking segment revenues benefited from a $10.5 million one-time fee related to the U.S. Bank-Union Bank consolidation. Asset management revenues in private banking were up slightly during the quarter, benefiting from market appreciations. Expenses in the quarter were up slightly from the first quarter of 2023, primarily from one-time items. On the IMS front, net sales for the quarter were $23.7 million. $21.4 million is recurring. During the quarter, we re-contracted four clients, totaling $30.7 million in annual recurring revenue. Revenue for the quarter was up compared to first quarter, reflecting the impact of client installations and capital markets. Expenses were up slightly from the first quarter as we continue to invest in talent and capabilities to support our growth. Our backlog of sold but expected to install in the next 18 months recurring revenue is $32.1 million. For investment advisors, net cash flow onto our platforms was essentially flat. We experienced increased flows into our newer strategic asset management and platform-only programs and negative flows from our more mature mutual fund products. The adoption of our AUA platform-only program, which leverages our technology, administration, and custody capability, continues to show increased momentum. Our newer offerings are helping us move the business forward, providing more choice to our clients, and helping us all set the movement of assets out of mutual funds and the associated revenue impact. Revenues for the quarter were up from first quarter as a result of improved capital markets. Expenses were up slightly due to asset appreciation. We recruited 68 new advisors during the quarter, 10 of which are in the newer RIA channel. In the institutional investor segment, net sales events for the quarter were slightly positive. The unfunded client backlog of gross sales at quarter end was $2.2 billion. Revenues for the quarter were up slightly from first quarter due to capital market activity and net client fundings. Expenses were up $4.6 million, $4.5 million of which represents a one-time charge related to a client reimbursement. This expense item is recorded in facilities, supplies, and other costs on our income statement. Without this expense, expenses were roughly flat for the quarter. In the investments and new business segment, revenues were flat and expenses down slightly compared to first quarter. We expect expenses in this segment while shifting to and supporting new initiatives to remain in this range. In addition to the segments, the company also incurred a $2.5 million expense reflected in the consulting, Outsourcing and professional fees line laid out on our income statement were a strategic growth project that was completed in the quarter. This will not repeat. LSV produced $32.7 million in profit during the quarter. This compares to $28.9 million during the first quarter. Revenues for LSV were $108.8 million compared to $98.2 million in the first quarter. Second quarter revenues included $12.7 million of performance fees. As a reminder, LSV recorded performance fees of $2.5 million during the first quarter. Performance fees are a reflection of continued positive relative performance at LSV. Core revenue growth is a result of investment performance and capital growth in assets offset by net negative client flows. One final item. As Ryan mentioned, on July 13th, 2023, we entered into an agreement to acquire the National Pensions Trust. The transaction is expected to close before year end, subject to applicable regulatory approval. I point you to a recent press release for more information. Our tax rate for the quarter was 23.4%. This higher rate is due to a reduced level of option exercises and the related tax timing difference benefit. You can expect our tax rate to be in this range during 2023 with a slight step down in the fourth quarter. That concludes my remarks. As a reminder, all of our unit heads are on the call, and we will now take any questions.
spk00: Ladies and gentlemen, if you wish to ask a question, please press 1 and then 0 on your telephone keypad. You may withdraw your question at any time by repeating the 1-0 command. If you're using a speakerphone, please pick up the handset before pressing the numbers. Once again, if you have a question, you may press one and then zero at this time. And one moment for our first question. And our first question is from Ryan Kenny of Morgan Stanley. Your line is now open.
spk03: Hi, good afternoon. Thanks for taking my question.
spk00: Hey, Ryan.
spk03: Private banks pre-tax margin came in at 13%, but if we strip out the one-time fee of $10.5 million, you get to around 6%. So I just want to understand, were there any expenses associated with that one-time transition? And can you update us just in general on the timing of pre-tax margin expansion expectations going forward for the private bank segment? Thanks.
spk05: Sure, I'll answer the first part and then turn it over to Sanjay to kind of speak to the progression of the business. On the first part, that $2.5 million consulting fee was in that segment that I mentioned. And also there were some costs because there's work involved in converting that client. So that conversion is behind us and that certainly would help. But the cost won't go away because we'll redeploy those resources against all the other future implementations and conversion activity we have. But Sanjay, do you want to address kind of how you see margins or the business progressing from here?
spk04: Sure. K9, how are you? So in terms of the margin improvement, as Zion has called out, there are a lot of C plus quarters. So our strategy has been very consistent. We came up with, okay, these are the C4 focus areas where we are going to focus on. Client engagement, recontracting work with our existing clients so that we can solidify our base. Backlog delivery, and then of course the focus, a very focused approach in terms of how we go to market in a targeted segment, and then of course the margin management. So you would see that this is how we are staying focused, and expense management has been a key delivery item here as well. So this is how we are targeting, and so I would say that we will stay focused, and the margin management will be a key priority.
spk03: Thanks. And then at the company level, is the 1SCI initiative still impacting results at all, or is that out of the run rate?
spk05: I would say that we've kind of, well, we've moved off that terminology. And there's really not cost in the P&Ls any longer associated directly with 1SCI. There is some technology work that probably would have been under that umbrella. particularly as we work through a couple client conversions and client onboarding activities. But there's nothing distinct, no distinct expense in our P&O any longer related to One SEI, right?
spk00: Thank you.
spk05: You're welcome.
spk00: The next question is from Jeff Schmidt of William Blair. Your line is now open.
spk06: Hi, thank you. You continue to make good inroads with SWP. What is the mix of SWP versus Trust 3000 business in the private bank segment today? And what type of revenue bump do you typically get in one of those conversions?
spk04: So our go-to-market strategy has been that we are leading with SWP. Trust 3000 and new sales is more for existing clients to support their initiatives. we are not going to market with the new sales as such with the trustee thousand. And as far as SWP is concerned, we have been very focused in terms of like, for example, in UK market, our focus is PCIMs and ISA segments. In US market, we are focusing on regional community segment with a very specific go-to-market strategy there through our technology, operations, and asset management, and a similar kind of strategy for our Jumbo's and Giant segments.
spk01: And Jeff, this is Ryan. I think the other kind of extension to your question When we're going to that market, especially in that regional community bank space, Sanjay and the team, we certainly expect and we are positioning certainly a premium from a cost perspective and a revenue perspective. But one thing that has certainly changed over the last 12 to 15 months is we're also thinking outside of those lanes in terms of other enterprise capabilities that we can bring to bear across those segments. So whether that be SEI sphere, whether that be more asset management capabilities, more focused on the alternative space. So on a life-for-life basis, if somebody is just moving investment processing, we certainly would expect a premium. What is more interesting to us is the firms that seem to really be gravitating towards Sanjay and the team in that segment have really clear growth agendas across their entire wealth management landscape, and more of our capabilities are definitely resonating there.
spk04: And Ryan, if I could add further to this. We are also looking at multiple operating models. Traditionally, we were focused for SWP, for business processes outsourcing to SCI, but with the U.S. Bank implementation, we have matured significantly in software as a service model as well. So SWP goes to market strategy now as another operating model.
spk06: Okay. Okay, that's helpful. And then Looking at the overall operating margin, I think it was 23% versus sort of mid to high 20s historically. It appears just wage and service inflation continue to drive some of that weakness. Those have come down in the economy, but I was just curious what those are running at, both of those items for you internally.
spk05: We're not seeing the same level of wage inflation that we saw in the you know, 2021, 2022, this year. And, you know, as part of our kind of focus on expenses, we're also been very, I'd say, diligent in our hiring practices and our onboarding of talent. That being said, you know, we want to make sure that we are competitive in our markets for talent. So compensation is a key element of maintaining that competitiveness. I think the attractiveness of working for SEI goes beyond that element of competitiveness to, you know, our growth orientation and the type of company we are and our culture. But we are still, you know, so wage, you know, market competitiveness is still there, but it's definitely cooled off from the past couple years. So as we get top-line growth, particularly as... Our asset management businesses continue to show top-line growth with markets being in a better position today than they were coming into the year. A lot of our margin deterioration was really asset management revenues flowing out, which is high margin revenue. And as that starts to come back in with what we expect to see higher net cash flow activity, that'll go a long way to moving the margins. Margin's back up.
spk06: Okay. That makes sense. Thank you for the answers. Sure, Doug.
spk00: Okay. The next question is from Owen Lau of Oppenheimer. Your line is now open.
spk02: Good afternoon, and thank you for taking my questions. So, Ryan, you just mentioned you just hired a new health, new business ventures. Could you please add more color about your vision in these ventures and how you expect this venture can help SCI longer term? Thanks.
spk01: Yeah, Ellen, great to hear from you. I hope you're doing well. So the hire as Sneha was something that we had laid out as a part of the growth strategy about 12 months ago in terms of focusing more on, I'd say, kind of three things if you think about how SEI is structured today. Today we have a couple new businesses in SEI Sphere, SEI Ventures, SEI Atlas, and we wanted to put more structure in place, more leadership in place in terms of really thinking about how do we incubate and scale those businesses to drive business growth. I think the second and third is really creating a system inside of SEI. We really want to promote a culture where we think of the workforce as 4,900 entrepreneurs, and how are we facilitating and fostering that culture so we're generating ideas from grassroots level and putting a system in place to identify those ideas, cultivate them, see if we can get more things out into market kill those ideas if they don't have legs but then be able to scale things that look like they have momentum but also expand that thought process outside our role because one of the things we're really starting to see with such a significant increase in client engagement and marketing engagement the last 18 months we're starting to see some interesting partnership opportunities with our clients with our partners so sneha really has a terrific track record And doing these sorts of things will be a wonderful cultural addition to the executive committee and will really put a system in place, Owen, for us to say when we think about the future of SEI, how are we going to identify that fifth engine, that sixth engine from an organic perspective alongside what we're doing on the corporate development side with M&A? I just think we're in a position right now where we really can start pivoting and getting focused on new business additions and engines because we feel confident that we've got some really great momentum in our current core businesses.
spk02: Got it. That's helpful. And then you had a consulting engagement. I think it was related to outsourcing that ended in the second quarter. Could you please talk about what you have learned from that engagement and And then it's $30 million a good runway going forward for the overhead expense. Thank you.
spk05: The answer to the second question is yes. That's a good target. And the work that we did with the outside consulting firm kind of had two elements to it. And I think it's probably best to have Sanjay answer since the key focus was on our banking business. And then, you know, Ryan, maybe you want to comment on kind of the broader aspects of the... Yeah, I can start first and then turn to Sanjay.
spk01: So, Owen, I think we may have mentioned this in the call last summer, but one of the very first things we did across leadership at SDI last summer, which was sales, solutions, product, operational, technology leaders, is we stepped back and we looked at our total addressable market. And not just the size of each universe, so we weren't saying how many RIAs are out there or how many regional community banks, but we really tried to distill that down to another level of granularity and look for criteria of which firms were really growing, what was their appetite to outsourcing, How repeatable would our success be in those pools and in those channels? And then when we finished that process, we also thought it was an opportunity to think differently and bring in an external firm to help challenge or validate some of those thoughts and ideas and outcomes that we had. So, Sandy, we did that, Owen, specifically in banking in the U.S. and U.K., so if you want to talk high level about that.
spk04: Absolutely. Neil, how are you? So last time we talked about it, we had a chief strategy officer in our banking management business segment. And as part of my initial idea, we came up with our own best thinking, our best strategy, that how we should go to market. And that's where we came up with this formula strategy. And then we use an external consulting company to validate our market strategy and help us understand the total market both here in the US as well as in the UK. Ideally, it was to, one, revalidate our strategy. At the same time, we asked the consulting company to engage with our existing clients, the clients we lost, as well as the new prospects which were in line, and then provide us with their best thinking. So it's a great validation of our strategy, as well as several new insights. And let's further revalidate our strategy and redefine, and that's what we're executing now.
spk00: got it. Thanks a lot.
spk05: Thank you.
spk00: As a reminder, if you would like to ask a question, please press 1 and then 0. The next question is from Mike Brown of KBW. Your line is now open.
spk08: Great. Good evening, everyone. Maybe just kind of a follow-up on one of the prior questions. It sounds like there's certainly a concerted focus on your new initiatives, and you guys have been talking about them for a while here, but I guess the revenue in that in that line has been relatively unchanged for a while here. If you could give us some thoughts here on to when that could start to inflect higher as you look forward for those initiatives.
spk01: Hey, Mike, it's Ryan. I mean, I don't think we have any specific thoughts in terms of exact timeline. All I can tell you is that we know that with our corporate goal of doubling the revenue of the company over the next five to seven years, we need new engines to be a part of that. And that's why we made the hire. That's why we're going to invest in these areas. So I think part of what SNAE is going to be doing moving forward is really helping us from the executive committee really think through what our expectations should be, how do we invest, what our return on that investment should be. But I think you will start to see a greater focus in those areas around new engines, new businesses, new ideas that could generate revenue for SDI. I think the more important point that we're trying to kind of get across today is Because of how well some of the existing units are moving right now, because of the client engagement, client penetration, we feel like we have some capacity both from an intellectual perspective, a talent perspective, and financially to go focus on some of these new things. So when you look at IMS's quarter filled in the room, we're really excited about the level of engagement and results. It's a really terrific sales quarter across all of SCI, but we're also very excited that those sales are manifesting themselves in segments where we said we wanted to focus and our ability to not just sell but to install those sales more quickly so that revenue is hitting and that revenue is falling to the bottom line.
spk08: Okay, great. I just wanted to touch base on capital allocation and maybe the balance sheet here. Any change in your views on the kind of cash levels that you want to run with going forward? And then maybe I can dovetail into how you're thinking about capital allocation here. Obviously, seeing some inorganic growth here recently, but how are you thinking about other transformational M&As? down the road and maybe balancing that with capital return?
spk05: Sure. So, I mean, I'll start with our capital allocation hasn't, you know, today it's consistent with where it's been for, you know, quite a while now, which is reinvest in the business, you know, first and foremost. And that includes M&A to the extent there's an asset or a business out there that makes a lot of sense for SCI and for us to own that business and make it part of SCI. And then second is to continue to return capital to shareholders. And you saw that, you've seen that kind of continue consistently. The word transformational gets thrown around a lot. And to the extent we had a bigger transaction that our current balance sheet makeup wasn't sufficient enough to fund, we're not hesitant to go to market and raise capital. And I think sometimes we get, there's this perception that we're, these are my words, allergic to debt, and that's not the case at all. We will be proven certainly in our capital approach, but we're not afraid of or allergic to changing the nature of our balance sheet if it meant putting us in a better position for growth and success in the markets we're in.
spk08: Okay, great. Thank you. All right.
spk00: And there are no further questions at this time, Mr. Hickey? Thanks.
spk01: So in closing, we have an outstanding foundation and momentum to drive continued growth for our stakeholders. Looking at the future, it is with mixed emotions that after 38 years, numerous leadership and executive positions, and countless enormous and lasting contributions to FDI's success and culture, Dennis McGonigal has decided to step away at the end of 2023 to reallocate his time to other parts of his life. Dennis has been an invaluable partner, friend, advisor, and colleague to me over my entire career, and I personally owe him an enduring debt of gratitude. He and I will work with the executive team on a smooth transition of duties over the coming months, and we will explore ongoing opportunities for Dennis to remain involved with SDI. As we focus on the opportunities ahead, I'm confident in our strategy, and I'm confident in our ability to deliver, just as we've done for 55 years. Thank you for joining today's call.
spk00: That does conclude our conference for today. Thank you for your participation and for using AT&T teleconferencing services. You may now disconnect.
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