Anthony Scott is a Chartered FCSI and the Head of Business Development. He is responsible for the business development strategy as well as managing the Business Development team. His department identifies new growth opportunities and works to expand the number of wealth managers working with Raymond James.
Anthony also looks at all aspects of the proposition that Raymond James offers to its existing and prospective wealth managers. Initially this focused on refining the research offering, particularly in the light of MiFID II, to ensure that the wealth managers receive relevant, timely and, when appropriate, actionable research. More recently he has launched the Employee Affiliation for Raymond James in the UK and is responsible for Financial Planning support.
Prior to joining Raymond James Anthony spent 17 years at Charles Stanley, initially as a Private Client Investment Manager, before later becoming a main board director of Charles Stanley Group, with specific responsibility for the Private Client Investment Management division. Before working in the City, Anthony had been in the British Army and later worked for seven years in the Far East for the Swire Group as a commercial and marketing manager in the group’s industries and automotive divisions.
Anthony and his wife live on a farm in Norfolk and have three children. They have a rural retail business, managed by his wife, which includes a café, food hall, various other retail outlets, as well as hosting Norfolk’s largest farmers’ market once a month. Anthony is also Deputy Chairman of St Andrew’s Club, the world’s oldest youth club, which is based in Westminster, and a Trustee of the Army Benevolent Fund, for which he is the Chairman of the Finance and Investment Committee.
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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