Raymond James Financial, Inc. · NYSE:RJF
Raymond James Financial — Investor Day (May 2022)
97 slides from Raymond James Financial's investor day presentation, May 25, 2022
Slide 1: 2022 Analyst & Investor Day
May 25, 2022 2022 Analyst & Investor Day
Slide 2: Welcome & Agenda
2022 ANALYST & INVESTOR DAY Welcome & Agenda Kristie Waugh Senior Vice President, Investor Relations and FP&A
Slide 3: Forward-looking statements
Forward-looking statements Certain statements made in this presentation and the associated webcast may constitute “forward-looking statements” under the Private Securities Litigation Reform Act of 1995. Forward-looking statements include information concerning future strategic objectives, business p
Slide 4: Agenda
Agenda 4 1:00 PM Paul Reilly Chair & CEO, Raymond James Financial Strategic Overview 1:30 PM Scott Curtis President, Private Client Group Private Client Group 2:00 PM Jeff Dowdle COO, Raymond James Financial & President, Asset Management Group Bob Kendall President, Carillon Tower Advisers Asset Man
Slide 5: Strategic Overview
2022 ANALYST & INVESTOR DAY Strategic Overview Paul Reilly Chair & CEO, Raymond James Financial
Slide 6: Our firm has been shaped by four core values
6 Our firm has been shaped by four core values
Slide 7: Raymond James Financial by the numbers
7 Raymond James Financial Private Client Group, $6,611M Capital Markets, $1,885M Asset Management, $867M RJ Bank, $672M BY THE NUMBERS (as of Mar. 31, 2022) Client assets under administration $1.26 trillion* Approximately 8,700 advisors in U.S., Canada, and U.K.* 137 consecutive quarters of profitab
Slide 8: We set out to be the Premier Alternative to Wall Street
8 We set out to be the Premier Alternative to Wall Street RJF 2022 S c o p e a n d S c a le o f S e rv ic e s Culture: Advisor/Client Orientation Wirehouses Custodians Regionals Boutiques RJF 2010 Independents The Premier Alternative to Wall Street
Slide 9: This focus resulted in strong growth over the past 10 years
$1.46 $6.63 FY 2011 FY 2021 EARNINGS PER DILUTED SHARE 3,334 9,760 FY 2011 FY 2021 CONSOLIDATED NET REVENUES $ MILLIONS 9 This focus resulted in strong growth over the past 10 years Note: 10-year CAGR for period FY 2011 – FY 2021. Charts not to scale. All share and per share information has been ret
Slide 10: Strong growth has continued in the first half of fiscal year 2022
10 Strong growth has continued in the first half of fiscal year 2022 4,594 5,454 FYTD 2021 FYTD 2022 CONSOLIDATED NET REVENUES $ MILLIONS Note: FYTD 2022 and FYTD 2021 includes first two quarters of fiscal year 2022 and 2021, respectively. Charts not to scale. All share and per share information has
Slide 11: Diverse and complementary businesses
11 Diverse and complementary businesses RAYMOND JAMES BANK ASSET MANAGEMENT CAPITAL MARKETS ~$12.8B Loans primarily to PCG clients (mortgages, SBL loans, structured lending) $76.5B Stable source of deposits Loans to institutional clients Research opinions Referrals Economic and industry research and
Slide 12: Diversification has shown its value over the cycle
12 Diversification has shown its value over the cycle 41% 36% 33% 40% 40% 36% 34% 41% 40% 43% 37% 37% 15% 13% 15% 16% 12% 15% 13% 7% 8% 18% 26% 26% 12% 11% 14% 15% 16% 14% 16% 17% 17% 23% 19% 19% 32% 40% 39% 29% 32% 36% 37% 35% 35% 16% 18% 17% FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Slide 13: Looking ahead
Looking Felaterele|
Slide 14: Growth initiatives
14 Growth initiatives Drive organic growth across core businesses 1 Expand investments in technology 2 Maintain focus on strategic M&A and effective integrations 3
Slide 15: Private Client Group: drive organic growth
15 Private Client Group Drive organic growth across core businesses 1 Best-in-class experience Leverage entire firm’s resources Strong retention and recruiting
Slide 16: Capital Markets: drive organic growth
16 Capital Markets Drive organic growth across core businesses 1 Expand M&A platform New market expansion Attract and develop key professional talent
Slide 17: Asset Management: drive organic growth
17 Asset Management Drive organic growth across core businesses 1 Enhance investment solutions Implement technology for increased productivity Expand Carillon Tower Advisers offering
Slide 18: Raymond James Bank: drive organic growth
18 Raymond James Bank Drive organic growth across core businesses 1 Grow PCG client loans Selectively grow corporate loans Manage credit risk
Slide 19: A focus on technology
A focus on technology 19 Expand investments in technology FLEXIBLE INTUITIVE EFFICIENT CUSTOMIZABLE PRODUCTIVE BUSINESS GROWING SERVE CLIENTS ANYWHERE APPROACH • Built from the mind of the advisor • Develop leading capabilities that are: • Easy-to-use • Customizable • Forward-thinking • Innovate whe
Slide 20: Future of advice
20 Future of advice Expand investments in technology 2
Slide 21: Investments in technology
21 Investments in technology Expand investments in technology Drive long-term technology advancements by streamlining access to artificial intelligence for rapid execution • Artificial Intelligence • Augmented Reality • Blockchain • Data Lake • Digital Personas • Machine Learning • Robotics • Zero D
Slide 22: We have a strong track record and remain focused on strategic M&A
22 1999 2000 2009 2011 2012 2015 2016 2017 2019 2020 2021 2022 Note: The completion of the TriState Capital Holdings, Inc. and SumRidge Partners, LLC acquisitions are subject to certain regulatory and other closing conditions. pending We have a strong track record and remain focused on strategic M&A
Slide 23: Recent and pending acquisitions
Maintain focus on strategic M&A and effective integrations Recent and pending acquisitions • U.K.-based provider of holistic wealth management services to private clients, charities, trusts and institutions • Origins trace back to 1792 and was one of oldest firms on the London Stock Exchange • Added
Slide 24: Our approach to corporate responsibility
Our approach to corporate responsibility 24 Toward a more sustainable future PEOPLE SUSTAINABILITY COMMUNITY GOVERNANCE
Slide 25: Diversity & inclusion
Diversity & inclusion 25 WORKFORCE* 45% women 20% people of color Note: For more information, see the 2021 Corporate Responsibility Report available on our Investor Relations website. *As of October 2021. 6 Associate Inclusion Networks 3 Advisor Inclusion Networks $1.5M Initial Pledge to the Black C
Slide 26: Commitment to our communities
Commitment to our communities 26 Note: For more information, see the 2021 Corporate Responsibility Report available on our Investor Relations website. Figures above denote contributions to Raymond James Cares Month in 2021 across the U.S., Canada and the U.K. $522,218 Donated or Raised 6,691 Volunte
Slide 27: Sustainability & governance
Sustainability & governance 27 BOARD OF DIRECTORS* 44% women 33% people of color Note: For more information, see the 2021 Corporate Responsibility Report available on our Investor Relations website. *This information pertains to our non-executive directors. As of February 24, 2022. Created the Corpo
Slide 28: We put clients first
“o \S, We put clients first. O RT er We act with integrity. We think long term. We value independence. RAYMOND JAMES
Slide 29: Q&A
2022 ANALYST & INVESTOR DAY Q&A Paul Reilly Chair & CEO, Raymond James Financial
Slide 30: Private Client Group
2022 ANALYST & INVESTOR DAY Private Client Group Scott Curtis President, Private Client Group
Slide 31: Private Client Group overview
31 Private Client Group OVERVIEW #6 largest wealth manager(1) in U.S. Assets in fee-based accounts $678.0 billion(2) 80%+ asset-based revenues(3) Flexible affiliation options with AdvisorChoice® platform Full-service support resources and award-winning technology <1% regrettable advisor attrition(4)
Slide 32: Private Client Group growth
FY 2016 FY 2021 Mar. 31, 2022 FINANCIAL ADVISORS Employees Independent Contractors 231.0 627.1 678.0 FY 2016 FY 2021 Mar. 31, 2022 ASSETS IN FEE-BASED ACCOUNTS $ BILLIONS 32 Private Client Group growth 574.1 1,115.4 1,198.3 FY 2016 FY 2021 Mar. 31, 2022 ASSETS UNDER ADMINISTRATION $ BILLIONS Note: 5
Slide 33: Private Client Group growth vs peers
33 Private Client Group growth 310% 161% Raymond James Peer Group Median 10-YEAR CHANGE MAR. 31, 2012 – MAR. 31, 2022 58% 40% Raymond James Peer Group Median 3-YEAR CHANGE MAR. 31, 2019 – MAR. 31, 2022 96% 66% Raymond James Peer Group Median 5-YEAR CHANGE MAR. 31, 2017 – MAR. 31, 2022 17% 10% Raymon
Slide 34: Private Client Group results
341 749 332 408 FY 2016 FY 2021 FYTD 2021 FYTD 2022 PRE-TAX INCOME $ MILLIONS Note: 5-year CAGR for period FY 2016 – FY 2021. FYTD 2022 and FYTD 2021 includes first two quarters of fiscal year 2022 and 2021, respectively. Charts not to scale. 34 Private Client Group results 3,616 6,611 3,114 3,761 F
Slide 35: Private Client Group purpose
35 Private Client Group purpose As the most advisor-centric firm, we help clients live their best lives.
Slide 36: Private Client Group vision
36 Private Client Group vision Maintain industry-leading growth by attracting, supporting, and digitally empowering advisors across multiple affiliation options to leverage the entire firm’s resources and Service 1st culture to help clients live their best lives.
Slide 37: Strategic imperatives
37 Strategic imperatives Digitally Empower Advisors & Clients Leverage Entire Firm’s Resources
Slide 38: Digital empowerment
38 Digital empowerment Operational Efficiency & Risk Management Mobile Office Device Agnostic Design Surface Relevant Insights Automate Processes Business Growth & Client Engagement Collaborate & Track Progress Enable Digital Advice Personalize & Gamify Tools Provide Holistic Wealth Platform
Slide 39: Leveraging technology for efficiency
39 Leveraging technology for efficiency + 50% Client Access # ACCOUNTS eDelivery + 71% eSignature USAGE Vault 5 million INCREMENTAL PAPER DOCUMENTS SAVED UPLOADS + 118% Note: Technology utilization increases measured over two years, March 2020 – March 2022.
Slide 40: Market share opportunity
40 Market share opportunity Note: Data as of September 30, 2021.
Slide 41: Advisors as choice
ADVISORS AS CHOICE CLIENTS |NTEGRITY Lonc-TERM CLIENT FIRST CONSERVATIVE SUPPORT FREEDOM INDEPENDENCE CARING FEEDBACK PARTNERSHIP ®&sPect_ INCLUSIVE ACCESSIBILITY VISIBILITY COMMUNITY OF LEADERS SERVICE 1ST RAYMOND JAMES
Slide 42: Q&A
2022 ANALYST & INVESTOR DAY Q&A Scott Curtis President, Private Client Group
Slide 43: Asset Management
2022 ANALYST & INVESTOR DAY Asset Management Jeff Dowdle COO, Raymond James Financial & President, Asset Management Group Bob Kendall President, Carillon Tower Advisers
Slide 44: Asset Management Segment
Note: As of March 31, 2022. Asset Management Segment 44 ASSET MANAGEMENT SERVICES (AMS) CARILLON TOWER ADVISERS (CTA) RAYMOND JAMES TRUST Offers discretionary and non- discretionary fee-based programs—both managed and non-managed—exclusively to PCG advisors and clients $140.1 billion of financial as
Slide 45: Asset Management Segment results
45 Asset Management Segment 132 389 170 210 FY 2016 FY 2021 FYTD 2021 FYTD 2022 PRE-TAX INCOME $ MILLIONS 404 867 404 470 FY 2016 FY 2021 FYTD 2021 FYTD 2022 NET REVENUES $ MILLIONS Note: 5-year CAGR for period FY 2016 – FY 2021. FYTD 2022 and FYTD 2021 includes first two quarters of fiscal year 202
Slide 46: Asset Management Segment: financial assets under management
Note: 5-year CAGR for period FY 2016 – FY 2021. *Excludes those fee-based assets for which the Asset Management segment does not exercise discretion but provides administrative support. 46 Asset Management Segment 54.5 70.0 83.3 91.8 102.2 134.4 140.127.2 31.8 63.3 58.5 59.5 67.8 64.0 (4.7) (5.4) (5
Slide 47: Asset Management Services growth initiatives
47 Asset Management Services growth initiatives Implement technology for increased productivity Enhance Environmental, Social, Governance (ESG) strategy offering Continue to develop and enhance products that attract advisors and drive higher penetration of fee- based accounts
Slide 48: Carillon Tower Advisers
Carillon Tower Advisers BOB KENDALL PRESIDENT, CARILLON TOWER ADVISERS 48
Slide 49: Carillon Tower Advisers
Carillon Tower Advisers 49 Note: As of March 31, 2022. The diversified structure is representative. Actual corporate subsidiary relationship between the firms listed may differ; Cougar is a subsidiary of Raymond James International Canada, Inc.; ClariVest is a subsidiary of Eagle Asset management; R
Slide 50: Carillon Tower Advisers assets under advisement
Carillon Tower Advisers 50 Note: As of March 31, 2022. *Includes all affiliates of Carillon: Eagle Asset Management, Reams Asset Management, ClariVest Asset Management, Scout Investments, and Cougar Global Investments. Includes discretionary and non-discretionary accounts 45% 41% 14% Equity Fixed In
Slide 51: Net flows and assets under management
27.2 31.8 63.3 58.5 59.5 67.8 64.0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Mar. 31, 2022 NET FLOWS & ASSETS UNDER MANAGEMENT $ BILLIONS 51 Note: 5-year CAGR for period FY 2016 – FY 2021. CTA net flows calculation includes sales and contributions less cancelled accounts and withdrawals. FYTD
Slide 52: Carillon Tower Advisers results
52 Carillon Tower Advisers FY 2016 FY 2021 FYTD 2021 FYTD 2022 PRE-TAX INCOME $ MILLIONS FY 2016 FY 2021 FYTD 2021 FYTD 2022 NET REVENUES $ MILLIONS Note: 5-year CAGR for period FY 2016 – FY 2021. FYTD 2022 and FYTD 2021 includes first two quarters of fiscal year 2022 and 2021, respectively. Charts
Slide 53: Industry trends
Industry trends 53 Proliferation of Environmental, Social, Governance (ESG) Institutionalization of intermediary clients Increasing market share of passive management Growth of alternatives Continued pressures on fee rates Rationalization of partners at broker dealers Consolidation of asset managers
Slide 54: Carillon's growth strategy
54 Carillon’s growth strategy Acquire asset classes & capabilities Leverage relationships and capabilities throughout Raymond James Expand capabilities Align and strengthen core lines of business Enhance investment resources
Slide 55: Q&A
2022 ANALYST & INVESTOR DAY Q&A Jeff Dowdle COO, Raymond James Financial and President, Asset Management Group Bob Kendall President, Carillon Tower Advisers
Slide 56: Raymond James Bank
2022 ANALYST & INVESTOR DAY Raymond James Bank Steve Raney Chairman & CEO, Raymond James Bank
Slide 57: Raymond James Bank overview
Note: As of or for the three-months ended March 31, 2022. 57 Raymond James Bank OVERVIEW Total assets of $38.6 billion Stable, low-cost source of deposits Flexible deposit base and capital base Serve financial advisors, retail & institutional clients Diversified loan portfolio with $27.9 billion out
Slide 58: Growth driven by targeted loan growth
15,211 24,994 22,879 27,883 FY 2016 FY 2021 Mar. 31, 2021 Mar. 31, 2022 NET LOANS $ MILLIONS 337 367 182 185 FY 2016 FY 2021 FYTD 2021 FYTD 2022 PRE-TAX INCOME $ MILLIONS 58 Growth driven by targeted loan growth 494 672 327 380 FY 2016 FY 2021 FYTD 2021 FYTD 2022 NET REVENUES $ MILLIONS Note: 5-year
Slide 59: Net interest margin
59 Net interest margin 3.04% 3.10% 3.22% 3.32% 2.63% 1.95% 1.97% FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYTD 2022 RAYMOND JAMES BANK NET INTEREST MARGIN Note: FYTD 2022 includes first two quarters of fiscal year 2022.
Slide 60: Diversified asset portfolio
60 Diversified asset portfolio with greater mix of PCG client loans and securities C&I Loans, 23% Available-For- Sale Securities, 23% SBL and Other Loans, 18% Residential Mortgage Loans, 15% CRE Loans, 9% Cash and Other Assets, 4% REIT Loans, 4% Tax-Exempt Loans, 3% Loans Held for Sale, 1% ASSET MIX
Slide 61: Loan growth
Note: Tax-exempt loans are excluded from the chart as there were relatively small balances in March 2017. *Quarter-end balances as of March 31, 2017 and March 31, 2022, respectively. **Corporate loans includes C&I, CRE and CRE construction loans for the quarter ended March 31, 2017, and includes C&I
Slide 62: Key credit trends
62 Key credit trends 55 169 80 34 26 3 14 24 28 13 20 22 233 (32) 10 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FYTD 22* BANK LOAN LOSS PROVISION/(BENEFIT) FOR CREDIT LOSSES $ MILLIONS 12.59% 10.10% 7.23% 5.83% 3.98% 1.84% 2.15% 1.94% 1.54% 1.18%1.36% 4.35% 3
Slide 63: Duration profile
63 Duration profile Note: As of March 31, 2022. Percentages shown are as a percent of total Raymond James Bank assets. Total will not equal 100% due to Cash and Other Assets and Loans Held for Sale being excluded from pie chart. Effective duration is measured as a percent change in price for every 1
Slide 64: Growth initiatives
64 Growth initiatives Continue to grow securities-based loans and residential mortgages to PCG clients Continue to selectively grow the corporate loan portfolio Maintain conservative underwriting standards and continue managing credit risk
Slide 65: Q&A
2022 ANALYST & INVESTOR DAY Q&A Steve Raney Chairman & CEO, Raymond James Bank
Slide 66: Financial Review
2022 ANALYST & INVESTOR DAY Financial Review Paul Shoukry Chief Financial Officer, Raymond James Financial
Slide 67: Financial priorities
67 Financial priorities focused on being a source of strength and providing flexibility in any market environment Track record of generating operating leverage Well positioned for higher short-term interest rates Consistent capital priorities focused on growth Strong balance sheet
Slide 68: Consistent capital priorities focused on growth
68 Consistent capital priorities focused on growth Organic growth across all our core businesses Acquisitions that represent good cultural and strategic fits Dividend target of 20-30% of earnings Share repurchases to offset share-based compensation dilution and incremental repurchases on an opportun
Slide 69: Capital return through dividends and share repurchases
Capital return through dividends and share repurchases 145 36 752 263 118 113 127 151 191 205 218 131 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYTD 2022 Share Repurchases* Dividends Paid • Since FY 2016, returned $2.4 billion to shareholders through dividends and share repurchases. • Quarterl
Slide 70: Track record of strong revenue growth
70 Track record of strong revenue growth through diverse revenue streams 5,405 6,371 7,274 7,740 7,990 9,760 4,594 5,454 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYTD 2021 FYTD 2022 CONSOLIDATED NET REVENUES $ MILLIONS Note: 5-year CAGR for period FY 2016 – FY 2021. FYTD 2022 and FYTD 2021 in
Slide 71: Track record of generating operating leverage: pre-tax income
861 1,119 1,315 1,409 1,105 1,908 848 1,008 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYTD 2021 FYTD 2022 CONSOLIDATED ADJUSTED PRE-TAX INCOME* $ MILLIONS Note: 5-year CAGR for period FY 2016 – FY 2021. FYTD 2022 and FYTD 2021 includes first two quarters of fiscal year 2022 and 2021, respectiv
Slide 72: Track record of generating operating leverage: EPS
$2.62 $7.05 $3.17 $3.67 FY 2016 FY 2021 FYTD 2021 FYTD 2022 ADJUSTED EARNINGS PER DILUTED SHARE* Note: 5-year CAGR for period FY 2016 – FY 2021. FYTD 2022 and FYTD 2021 includes first two quarters of fiscal year 2022 and 2021, respectively. Charts not to scale. All share and per share information ha
Slide 73: Pre-tax margin
73 Pre-tax margin 14.8% 14.5% 18.0% 17.8% 13.2% 18.4% 18.2% 15.9% 17.6% 18.1% 18.2% 13.8% 19.5% 18.5% FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYTD 2022** PRE-TAX MARGIN* Pre-Tax Margin (GAAP) Adjusted Pre-Tax Margin (Non-GAAP)*** *On net revenues. **Six months ended March 31, 2022, annualize
Slide 74: Return on equity
74 Return on equity 11.3% 12.2% 14.4% 16.2% 11.9% 18.4% 18.1% 12.1% 14.5% 16.0% 16.7% 12.5% 19.5% 18.4% FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYTD 2022* RETURN ON EQUITY Return on Equity Adjusted Return on Equity** *Six months ended March 31, 2022, annualized. **This is a non-GAAP measure.
Slide 75: Significant portion of growth-driven variable expenses
75 Significant portion of growth-driven variable expenses PCG Financial Advisor Compensation & Benefits, 54% Incentive Compensation, 11% All Other Compensation and Benefits, 19% CONSOLIDATED NON-INTEREST EXPENSES Note: FYTD 2022 includes first two quarters of fiscal year 2022. FYTD 2022 ~65% of Cons
Slide 76: Client cash sweep balances and interest-bearing assets
Note: As of March 31, 2022. The diagram does not contain all of the firm’s interest-bearing assets and liabilities. Instead, the diagram is intended to only illustrate those interest-bearing assets and liabilities that are related to clients’ domestic cash sweep balances. The numbers on this page ar
Slide 77: Strong balance sheet
Note: As of March 31, 2022. *This amount includes cash on hand at the parent, as well as parent cash loaned to Raymond James & Associates ("RJ&A"), which RJ&A has invested on behalf of RJF in cash and cash equivalents or otherwise deployed in its normal business activities. **This is a non-GAAP meas
Slide 78: Simple and stable funding and capital base
78 Simple and stable funding and capital base Bank Deposits, 47% Brokerage Client Payables, 31% Shareholders' Equity, 12% Senior Notes Payable, 3% All Other, 7% TOTAL LIABILITIES AND SHAREHOLDERS’ EQUITY as of Mar. 31, 2022 Weighted-average remaining maturity of notes outstanding of ~22 years ~90% F
Slide 79: Strong capital ratios
79 Strong capital ratios 5% 10% 15% 20% 25% 30% 4% 5% 6% 7% 8% 9% 10% 11% 12% T o ta l C a p it a l R a ti o * Tier 1 Leverage Ratio** Peer 2 Peer 3 Peer 4 Peer 5 Peer 6 RJF Peer 1 Regulatory Requirements to be Well Capitalized R J F T a rg e t Note: Sourced from publicly available information as of
Slide 80: Key long-term capital and liquidity targets
80 Key long-term capital and liquidity targets Target Current* Tier 1 leverage ratio for RJF > 10% 11.1% RJF corporate cash** > $1.2 B $2.2 B Total debt to book capitalization ratio*** < 32% 19.3% *As of March 31, 2022. **This amount includes cash on hand at the parent, as well as parent cash loaned
Slide 81: Historical financial targets
81 Historical financial targets Note: These targets were operating targets that excluded any potential non-GAAP items and were provided during the Analyst & Investor Day in the respective year. There was no Analyst & Investor Day event held in 2020. 1. On net revenues. 2. Adjusted Return on Tangible
Slide 82: Financial targets
82 Financial targets < 66% Adjusted Pre-Tax Margin(1),(2) Compensation Ratio(1) Adjusted Return on Equity(2) 19%-20%+ 16%-17% Note: These targets are operating targets that exclude any potential non-GAAP items. Achieving these targets could be impacted by various factors. 1. On net revenues. 2. This
Slide 83: Q&A
2022 ANALYST & INVESTOR DAY Q&A Paul Shoukry Chief Financial Officer, Raymond James Financial
Slide 84: Appendix
2022 ANALYST & INVESTOR DAY Appendix
Slide 85: Presenter Biographies
2022 ANALYST & INVESTOR DAY Presenter Biographies
Slide 86: Paul Reilly
Paul Reilly Paul Reilly became chief executive officer of Raymond James Financial in May 2010, after joining the firm’s management team as president and CEO-designate in May 2009. He has served on the firm’s board of directors since 2006. From July 2007 to April 2009, he was executive chairman of Ko
Slide 87: Scott Curtis
Scott Curtis Scott Curtis is president of Raymond James’ Private Client Group, leading the firm’s domestic wealth management businesses that include more than 8,000 employee and independent financial advisors and generate more than 70% of overall firm revenues. Prior to his current role, he served a
Slide 88: Jeff Dowdle
Jeff Dowdle Serving as the chief operating officer of Raymond James Financial, Inc., Jeff Dowdle oversees the firm’s investment management subsidiaries and several of the firm’s corporate administrative departments. A 30-year veteran of Raymond James, Mr. Dowdle was previously chief administrative o
Slide 89: Robert "Bob" Kendall
Robert “Bob” Kendall Robert Kendall is President of Carillon Tower Advisers, overseeing all strategic growth and business development efforts. He joined the firm in 2021. An accomplished veteran with 26 years of asset management industry experience, he has significant experience in investments, dist
Slide 90: Steve Raney
Steve Raney Steve Raney is the chairman and CEO of Raymond James Bank, a wholly-owned subsidiary of Raymond James Financial. Steve also serves as chairman of Raymond James Trust, and is one of the 13 members of Raymond James Financial’s Executive Committee. Steve joined Raymond James Bank in 2006 as
Slide 91: Paul Shoukry
Paul Shoukry Paul Shoukry is chief financial officer and treasurer of Raymond James Financial, Inc. (NYSE: RJF). He is responsible for the overall financial management of the company, including balance sheet management, financial reporting, investor relations, corporate tax, cash management, regulat
Slide 92: Executive Committee
92 Executive Committee Paul Reilly Chair & CEO Raymond James Financial Bella Loykhter Allaire EVP, Technology & Operations Raymond James Financial Chris Aisenbrey Chief Human Resources Officer Raymond James Financial Jim Bunn President Global Equities & Investment Banking Horace Carter President Fix
Slide 93: Non-GAAP Financial Measures
2022 ANALYST & INVESTOR DAY Non-GAAP Financial Measures
Slide 94: Reconciliation of non-GAAP financial measures to GAAP financial measures
Continued on next slide94 Reconciliation of non-GAAP financial measures to GAAP financial measures We utilize certain non-GAAP financial measures as additional measures to aid in, and enhance, the understanding of our financial results and related measures. These non-GAAP financial measures have bee
Slide 95: Reconciliation of non-GAAP financial measures to GAAP financial measures
95 Reconciliation of non-GAAP financial measures to GAAP financial measures Six months ended Twelve months ended $ in millions, except per share amounts March 31, 2021 March 31, 2022 September 30, 2016 September 30, 2017 September 30, 2018 September 30, 2019 September 30, 2020 September 30, 2021 Ear
Slide 96: Footnotes
96 Footnotes (1) Excludes non-controlling interests. (2) The six months ended March 31, 2022 included expenses in our Other segment associated with our acquisition of Charles Stanley Group PLC (“Charles Stanley”), which was completed in January 2022, our announced acquisitions of TriState Capital Ho
Slide 97: Footnotes (cont.)
97 Footnotes (cont.) (11) Average equity is computed by adding the total equity attributable to Raymond James Financial, Inc. as of the date indicated to the prior quarter-end total, and dividing by two, or in the case of average tangible common equity, computed by adding tangible common equity as o