Anna is responsible for expanding and strengthening our proposition by further developing both our Practice Intelligence and Practice Succession and Acquisition Consulting capabilities.
She holds the Investment Management Certificate and STEP Certificate in Financial Services along with other financial services exams. She currently co-chairs the Leader’s Summit Group, an industry wide group (part of the PFS), is a Member of the CII’s IIL Financial Services Committee and is an Advisory Group Member of the Investment Association Sectors Committee.
Anna first joined Raymond James in 2005 in relationship management, advancing through several positions to become Manager of the Relationship Management team. Anna left Raymond James in 2014 to join Octopus Investments as Head of Strategic Partnerships, where she was responsible for business development and the distribution of Octopus’ investment products to IFA networks, wealth management firms and private banks. Anna then moved to Fairstone Group, where she became Managing Director of Fairstone’s Partnership, the division that leads the onboarding, integration, and acquisition readiness of firms into the business. She also was responsible for adviser conduct within the partnership and for developing Fairstone’s overall proposition.
In 2023, Anna re-joined the Raymond James family as Head of Practice Development and Deputy Head of Relationship Management.
Anna lives in Sussex and enjoys time with family and friends, along with long (and normally muddy) walks with her Golden Retriever Sadie.
Country Manager, Raymond James UK and Chief Executive Officer, Raymond James Investment Services
Head of UK Country Management Office and Head of RJIS Dealing, Partnerships & Supplier Risk Management
Black MondayOn 19 October 1987, the stock markets experienced a dramatic plunge that prompted many firms to shut down their trading desks and turn off their phones to minimize internal losses. Raymond James refused to do the same. Our desks stayed open to help meet clients’ needs, resulting in our first and only unprofitable quarter since the firm went public in 1983. |
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Who was Raymond James?The Raymond in our name is actually from Edward Raymond, owner of a 15-employee mutual fund sales group, Raymond and Associates, along Florida’s west coast. He sold his company to Bob James on 15 July 1964, on condition that the surviving firm be called Raymond, James & Associates. Three days after the sale, Ed Raymond was involved in a near-fatal automobile accident and never joined the firm. Nonetheless, even after Raymond had passed away, Bob James insisted that his name remain on the door – ahead of James’ own. That was a promise he made to Ed Raymond three days before the accident, and Bob James was a man who kept his promises. |
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Bear Market of 1974The severe bear market of 1974 threatened the existence of Raymond James, which was bleeding capital by the day. Tom James, his father and other leaders took extreme measures to keep the firm afloat, slashing costs, foregoing paychecks and even attempting to sell the firm for just enough capital to protect client assets and retain as many associates as possible. The story could have ended very differently if not for a sharp upturn and continued rebound in the stock markets late in the year. |
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Taking Raymond James PublicWhen consideration was being given to taking Raymond James public, Tom James penned a letter to shareholders (largely employees at the time). ” … the public offering should be considered as a statement of our independence. While this is a psychological rather than an economic rationale, it is nonetheless very important. We have asserted for some time that we are not interested in becoming a small part of a very large corporation. That assertion results mainly from the inclinations of management rather than the economic benefits associated with either alternative. The public stock offering affords us the opportunity to enjoy a little bit of the best of both worlds. While shareholders will be given liquidity at fair market value, we will still have the ability to control our own destiny.” After 40+ years of Tom’s leadership, upon becoming CEO, Paul Reilly was often questioned about whether the company might ultimately surrender its cherished independence and be acquired by some larger entity. His response: “Not while I’m around.” It’s a theme that continues today. |
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