The 5 Elements for Success as an outsourced Client Portfolio Manager

Published on May 9, 2025 by Anurag Sikder

The client portfolio manager (CPM) role is meant to make the job of a portfolio manager (PM) much more focused on the core objectives of the fund they are responsible for. A CPM could be an individual or a team of specialists who can handle the myriad responsibilities associated with the role. The choice depends on the individual’s (or team’s) ability to remain in line with the PM’s ideology when offering suggestions, ideas and solutions.

A CPM focuses on all the support activities related to the fund’s performance reporting, marketing and client communications. Clients may also need special reports on the fund’s performance; it is the CPM’s responsibility to deliver these. Developing a well-equipped team with the resources on hand could be a daunting task. Outsourcing the role could be a solution, but it could be challenging to decide on the outsourcing provider.

The provider needs to have a specific set of project management skills and in-depth experience with widely accepted tools. The following are the basic requirements:

Deep understanding of multi-dimensional reporting

A proven CPM needs to have a good grasp of how to write different kinds of reports, requests and analytical pieces, and how to compile marketing collateral. This could include RFP reporting, marketing, investment writing and portfolio analysis. The provider, therefore, needs to bring a strong level of adaptability and experience in each of these deliverables and other reports and commentaries as well.

A strong spirit of entrepreneurship and ownership

As stated above, a PM’s style of working can differ from another’s; while their immediate team would be conversant with this, an outsourced CPM would need to be apprised of the details and nuances. A two-way knowledge-sharing process must, therefore, be designed and implemented. To ensure that the process yields effective results, this communication and resulting knowledge-sharing should continue well beyond the initial onboarding stage. The process should include a feedback mechanism that actively measures any deviation from the envisioned results. Knowledge-sharing and transfer are an ongoing process and should be designed and facilitated accordingly.

Balanced knowledge sharing between stakeholders

A proven CPM needs to have a good grasp of how to write different kinds of reports, requests and analytical pieces, and how to compile marketing collateral. This could include RFP reporting, marketing, investment writing and portfolio analysis. The provider, therefore, needs to bring a strong level of adaptability and experience in each of these deliverables and other reports and commentaries as well.

Experience and mastery of all popular tools and platforms

A CPM needs to have a good understanding of a range of tools. In the realm of asset management, these tools can include Seismic, Aladdin, Salesforce, Qvidian and PowerBI. This cannot be delayed until after the onboarding is done. This is a prerequisite, as the appointed CPM would need to get into the role and add value to the process through their experience with as many such content management and report generation tools as possible.

Ability to take up different specialist roles at different times

A CPM is expected to wear different hats at different times when dealing with demanding clients. They may at times be a subject-matter expert guiding other teams on how they should interpret results. At other times, they may have to be a writer, with a penchant for the dramatic while explaining the results of a particular month, quarter or year. Each of these roles requires a specialist’s touch, and this would only come from one with in-depth experience and knowledge of how to handle such demands.

How Acuity Knowledge Partners can help

We have a range of offerings that help a CPM discharge their duties across geographies and asset classes, including marketing, reporting and investment communication. We currently support prominent fund managers in compiling RFPs/DDQs and marketing collateral and help with consultant databases and investment commentaries. We also offer a broad range of marketing material support as part of our financial marketing services, combined with our rich experience in working with professional software. Our customised and integrated technology solutions offer more flexibility than off-the-shelf software for compiling fund factsheets. We also offer Seismic slide library management support and help with migration, regular maintenance and overall insight to ensure our clients' financial marketing material and fund brochures are up to date.

References:

1. https://britech.global/en/blog-en/8-key-attributes-of-a-successful-portfolio-manager/

2. https://seismic.com/blog/equipping-client-portfolio-managers-for-success/

3. https://www.systemic-rm.com/article/5-ingredients-fund-administrators-need-focus-embrace-todays-new-technologies

4. https://www.pwc.com/us/en/services/consulting/business-transformation/library/customer-loyalty-survey.html

5. https://www.oliverwyman.com/content/dam/oliver-wyman/v2/publications/2019/October/investors-in-loyalty.pdf

6. https://www.morningstar.in/posts/63268/5-ways-outsourcing-portfolio-management-can-grow-practice.aspx

7. https://www.ey.com/en_gl/news/2023/04/investor-behavior-changes-in-face-of-increasing-market-volatility-as-demand-shifts-to-active-investments-and-fintech-new-ey-report-finds

8. https://www.gartner.com/smarterwithgartner/6-step-action-plan-for-effective-portfolio-management

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