Transformation of a Fixed Income Specialist
Following a leadership-first transformation, we designed the credibility strategy for a fixed income specialist moving into alternatives.
The Situation
A global financial corporation managing over $1.4 trillion in assets had built its reputation on fixed income expertise. But the market was shifting. Moving into alternatives wasn't just about new products but also required a fundamental shift in how the team positioned the firm, engaged clients, and demonstrated expertise in unfamiliar territory.
The challenge was to transform both leadership capability and sales force execution to establish credibility in a new asset class without losing the core business that built the franchise.
Our Approach
We began by working directly with the leadership team to diagnose their readiness for the transformation. Using the Maximum Impact Sales Combine (COMBINE), we assessed how well the sales organization actually understood alternative investments, not what they claimed to know but what they could articulate and execute under pressure.
Rather than trying to fix everything, we helped leadership narrow to the critical levers they could actually move. This forced clarity on capabilities, resource allocation, and what success would look like in 12 months.
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Our Recommendations
A Leadership-First Transformation Strategy Built on Precision and Accountability
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Leaders must own the narrative shift. They needed to articulate the transition story with clarity.
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Measure the entire team, then tailor development.
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Build skills, don't just provide information.
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Identify and resource your change agents.
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Measure again after the shift begins.
The Result
Within one year, the firm achieved what many competitors took three to five years to accomplish:
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Brand recognition transformed. They were "put on the map" in a new asset class, fundamentally changing how clients and prospects viewed their capabilities.
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Both asset classes grew. The expansion into alternatives didn't cannibalize the core business. Fixed income remained strong while alternative investments grew into a meaningful revenue contributor.
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Culture shifted from comfort to agility. The sales organization moved from telling a safe, backward-looking story to confidently articulating a forward-thinking, diversified value proposition.
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Leadership learned to lead transformation, not just manage performance.
After achieving the initial transformation, the firm ran a second COMBINE to set new goals and continue the evolution. What began as a defensive response to market shifts became an offensive capability that positioned the firm for sustained growth.
