Knowledge Hub

Muse Down Hall 579

Check out some of our latest insights into the happenings in the market and keep up to date with our current thinking.

Assessing Trustee Effectiveness

13 Dec 2021

Case studies

Self-assessment is reliant on objectivity; an ability to detach yourself from the daily rigours of trusteeship, to take an impartial look at the way you work, to be open-minded to ideas and challenge the established procedures, and to retain neutrality against criticism.

Trustee Resourcing

13 Dec 2021

Case studies

We often work with trustee boards who, for various reasons, have found it necessary to assume a more operational role: more like an executive management team than the non-executive role intended for trustees.

What is the right DC scheme for you?

13 Dec 2021

Case studies

The sponsor had put in place a contract based scheme early in the 2000s, and had changed provider in 2007. As the scheme had grown and become the main scheme for employees, and the governance committee had taken a more active role in the scheme, it was becoming clear that the solution was not matching the needs of the sponsor nor the scheme members.

Moving to a Master Trust

13 Dec 2021

Case studies

The company had recently undertaken a strategic review of its DC arrangements and concluded that there were efficiencies to be made in the DC running costs. A Master Trust might provide the most cost efficient means of providing the DC benefits, but as their DC adviser also runs a Master Trust, the company recognised that the adviser would be conflicted.

Approaching Risk Management

13 Dec 2021

Case studies

Risk management had become “stale” and needed refreshing or so thought the Trustees’ risk committee at least. Consequently, Muse were commissioned to conduct an independent review of the Trustee Board’s risk management framework with a view to improving effectiveness.

Transforming Administration

13 Dec 2021

Case studies

Our client was experiencing issues with their administration service. They were on a legacy system that wasn’t well integrated, and were being serviced from an office that was experiencing some resource challenges. The provider was distracted and the combination of these factors led the service quality to fall. The service had become so poor, and the response so inadequate that the client was considering other options in the market.

TO 397

Tom Oakley

Consultant
MH 550 1

Margs Harvey

Business Administrator
HB 403

Hana Bailey

Senior Consultant
Rosanne Corbett

Rosanne Corbett

Director
RAC 6

Robyn Cowan

Consultant
Muse heads March 591

Liza Sinclair

Senior Consultant
ELR 359

Emma Rogers

Senior Consultant
Mark dallaway

Mark Dallaway

Senior Associate
JF 57 1

Jo Fellowes

Director
ADC 28

Adrian Cooper

Head of Market Engagement
KW 43 1

Katy Wilkinson

Consultant
DJ 323

Daniel Jacobson

Senior Consultant
Cindy

Cindy Dadier

Business Manager
KJ 123 1

Kneale Jefferis

Administrator
DN 306

Danuta Nott

Business Support Manager
Alan S 329

Alan Simpson

Financial Controller
KSM 515

Kate Maloney

Client Director
Muse heads March 579 Edit

Geoff Francis

Senior Consultant
KEM 96 1

Katherine Milton

Senior Consultant
IM 380

Ian McQuade

CEO
SH 541

Steve Hammer

Trustee Secretary
RE 365

Reece Eley

Junior Consultant
EE 1

Evalinde Eelens

Senior Associate
TK 16 1

Tammy King

Head of People
AC 335

Amanda Cullen

Senior Associate
PV 530

Pamjit Virdi

Consultant
File 4

Paul Armitage

Associate
EB 180 1

Emma Beard

Senior Consultant
CW 392

Claire Wallis

Consultant
Muse heads March 475

Robert Plumb

Senior Associate
BM 110 1

Barry Mack

Director
Antonella sferrino

Antonella Sferrino

Associate
LH 144 1

Lindsay Hawkins

Director
AB 78

Aliza Bashir

Analyst

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