We constantly learn from each other, our clients, the consultant community, other experts and our amazing industry. In this section, we share some of the wisdoms we have gained.

We get paid to work on behalf of some of the smartest people in the world.

Insights

By Jackie Charnley and Kris Detwiler; Presented by The Charnley Collective

  Are you with an emerging start-up firm? An established multi-trillion-dollar institution? A successful “middle-of-the-pack” legacy manager? In a 2026 Marketing & Communications Survey, we asked people at investment companies of all sizes what challenges they are facing. We learned that while solutions and resources are diverse, the largest and smallest organizations contend with similar […]

  Are you with an emerging start-up firm? An established multi-trillion-dollar institution? A successful “middle-of-the-pack” legacy manager? In a 2026 Marketing & Communications Survey, we asked people at investment companies of all sizes what challenges they are facing. We learned that while solutions and resources are diverse, the largest and smallest organizations contend with similar issues. Below we discuss some notable commonalities.  

Where to direct resources?

First and foremost, nearly all firms – no matter their size, strategies, or target markets – face challenges in deciding where to focus resources and how to balance opportunities and risks. Why? A host of reasons, including:

  • Rapidly advancing technologies
  • Multiple strategies and vehicles
  • Needs of different target markets
  • Professionals with different levels of experience
  • Succession concerns
  • Lack of formal marketing strategy
  • Compliance requirements
  • Legacy infrastructures

At the same time, the barriers to entry in offering investment services have expanded. These include cost constraints, varied channel needs, compliance policies, breadth of product offerings across different asset classes, the impact of artificial intelligence, client/prospect inundation, increasing competition, mergers, and consultant specialization. For example, the cost of flying people to one locale for in-person meetings can be prohibitive. Yes, there is Zoom, but isn’t there greater value in face-to-face? Every expense must be justified.  

One respondent to our survey noted, “Content is king.”  If so, where do you get it?

Certainly not from AI. Compelling content starts with expert writers who both understand and engage target markets. They know the strategies and intellectual prowess the asset manager is providing and the benefits these capabilities deliver to clients. Expert writers, along with other marketing and communications professionals, must position the firm in the marketplace while honoring the needs of investors and respecting the time of portfolio managers. Of course, for content to be king, firm leadership has to understand and embrace the importance of creating strong content. Leadership must not only recognize client requirements and ensure that investment goals are being met, but also appreciate the value of exceptional collateral materials and meaningful education for existing clients, prospective clients, and consultants.  

Marketing can be your enemy or your friend.

When, what, where, why, and how much? What internal resources and what external resources will be needed? What tools and channels of communication will you use? How much education can you provide? What are the benefits of your approach? Do you have a succinct summary that highlights those benefits? What internal training may be necessary? What collateral materials are essential? Distinctive, original content and design can make a difference! Good planning and marketing lead to solid success; poor planning and marketing can be an expensive mistake.  

Staying ahead is your best weapon.

Client bases are expanding. Product sets are growing. Competitors are stronger. Technology is ever-evolving. Here are some recommendations for remaining current:

  • Keep resources (internal and external) strong and well-allocated across priorities.
  • Recognize and build on your strengths and resources, including your people.
  • Know and resolve your weaknesses.
  • Attract and develop future strengths, resources, and markets.
  • Embrace evolution and change versus maintaining the status quo.

 

Marketing is core to success for investment firms.

Successful marketing means evolving beyond today’s needs and looking toward tomorrow across a myriad of opportunities and demands – in investments, in client service, in new business development, in internal professional development, and in a deeper understanding of the future needs of your clients, your people, and your organization.  

 A well-defined, well-executed marketing strategy is critical.

If we can help you succeed, please reach out. 

 

The Charnley Collective is a unified community of elite investment management industry experts passionate about the future of the investment management business and driven to solve specific business, marketing, and communication challenges of aspirational and successful asset management firms.

By Sally Stalcup, Member of The Charnley Collective and Founder of Stalcup Consulting

For most in the investment management industry, meetings are at the heart of our world. We move from one to the next, focused on sharing information in a clear, concise manner. Teams train to ensure their messages sound compelling, the delivery is effective, and resonates.

For most in the asset management industry, meetings are at the heart of our world. We move from one to the next, focused on sharing information in a clear, concise manner. Individuals and teams train to ensure their messages sound compelling and resonate, and that their delivery is effective.

While those aspects are key to ensuring a successful meeting, often presenters concentrate so much on what they are saying, they forget to listen. Whether executing an external meeting with a prospect, an investor, or a consultant, or an internal meeting with colleagues, a balance of both what you say and how well you listen, is essential.

As we listen, our brains are triggered to immediately start to think about what we will say next. Sometimes it is in response to what we are hearing – other times it is merely a reply filled with what we want to say. Or we just get distracted and forget to listen. Have you ever been in a meeting and found yourself jotting down a to-do list?

  • Work out
  • Make dentist appointment
  • Pay bills
  • Edit the quarterly update

It happens. Raising awareness of the importance of fully listening and not being distracted augments the experience during a meeting, helps to build rapport, and ultimately to achieve a more mutually positive outcome.

During your next meeting, strive for balance between what you say and not losing the art of listening – here’s a to-do list:

B(e) H E R E

Podcast

CFA DFW Charterholder Chatter

A podcast focused on investment professionals