Franklin Templeton isn’t done transitioning, despite winning book-end awards

“It’s highlighted how important advice is, and advisors have done a tremendous job,” he said.” If we’ve been able to play even a small part in their day-to-day role with their clients, then I say we’ve done our job.”

As for what the future will bring, Green said, “it’s to continue doing what we’re doing: learning from our best practices, continuing to experiment, and still approaching the Canadian business with a growth mindset”. Even though Franklin Templeton is managing about $40 billion for Canadian investors, he said “we’re really looking at it with an entrepreneurial mindset and seeing ourselves as a $40 billion start-up” as it continues to introduce new and relevant capabilities.  

“It’s all about continuing the journey we’re on, and reflective of the way Franklin Templeton runs its business. We’re a U.S.-based global asset manager, but we look at each country’s market individually,” he said. “So, we run our Canadian business based on being global, but acting local in terms of the local market dynamics. We’re not trying to come in with a one-size fits all strategy.

“Our ability to do that will continue to allow us to be creative and innovative, so that we can continue to grow our business in Canada while leveraging all the best ideas and practices we can from our colleagues in other markets around the world because we don’t know when that next trend might come into the Canadian market that we’ve dealt with elsewhere.”