Name: Gavin Anthony St. Pier
February 2012 –
Director, Trust Corporation International Limited (‘TCI’)
I am a non-executive director of TCI, the holding company for Trust Corporation of the Channel Islands Limited (‘TCCI’), a fiduciary business licensed by the Guernsey Financial Services Commission.
August 2011 – July 2012
Chairman. Alderney Electricity limited (‘ AEL’)
Following an open recruitment process, I was appointed Chairman of AEL following a period of significant management change in the business. AEL is the sole suppler of electricity and heating oil to the island of Alderney.
July 2011 – April 2012
Director, Aurigny Air Services (‘Aurigny’)
In July 2011, following an open recruitment process. I was appointed as a non-executive director of Aurigny Air Services Limited and its sister company Anglo Normandy Aero Engineering Limited. Aurigny is publicly owned and provides lifeline air-links between Guernsey and the UK, and between the Channel Islands. I resigned on being elected as a Deputy.
May 2009 – April 2011
Chairman, Mercator Holdings Limited
In May 2009, I joined Mercator as a non-executive Chairman. Mercator is a Guemsey based financial services group providing trust and company administration and fund administration services. It has approximately 80 staff. My primary role was to work with the executive directors and shareholders to develop a strategic direction for the business.
October 2009 – December 2015
Owner / Director, Veyrier Trustees Limited
In October 2009, I founded Veyrier Trustees. This was a managed trust company, licensed by the Guemsey Financial Services Commission.
January 2003 to January 2009
Partner, Deloitte UK Deputy
Chief Executive, Walbrook Group
Director, Barclays Wealth
In January 2003, I joined DeIoitte as a partner in their fiduciary business, Walbrook. Simultaneously, DeIoitte began a sale process for the business and I co-Ied and motivated a management team of 6 to acquire the business from DeIoitte in December 2003, backed by Hermes Private Equity with debt provided by Bank of Scotland. On completion, I became Deputy Chief Executive.
In May 2007, we successfully exited the MBO by means of a trade sale to Barclays Wealth, having more than doubled the enterprise value of the business. By this point, we had offices in 4 jurisdictions, a turnover of £25m p.a. and c.200 staff. During the period of our independence, I had responsibility for group HR with strategic and operational responsibility for group HR issues including the recruitment and development of senior management talent. I was also responsible for the marketing and business development strategy – which was PR led – required to deliver a target growth rate of 15% p.a., which we achieved.
Following completion of the sale to Barclays Wealth, I agreed to continue to serve the new owners as a director of Barclays Wealth for up to 2 years.
January 2001 to October 2002
Managing Director, Orbis Management Limited
Joint Head of the Fiduciary Services Division, Kleinwort Benson Channel Islands
I was the Managing Director of Orbis, part of the Fiduciary Services Division (‘the Division’) of Kleinwort Benson Channel Islands (‘Kleinwort Benson’) and was also Joint Head of the Division responsible for the successful integration of the businesses. The Division provided offshore trust and company administration services In Jersey and Guernsey to a range of corporate and high net worth individuals. It had an annual tumover of c. £22 milIion and employed 200 staff. This role included chairing the committee responsible for the management of the Division. I also served on the executive committee which managed the whole of Kleinwort Benson. I left this role to take up the offer of a partnership at Deloitte.
October 1997 to December 2000
Partner, KPMG Channel Islands
Director, Orbis Management Limited
In September 2000, Orbis was sold to Kleinwort Benson. During the sale process I was one of the 5 partner team that, as part of the sale process, presented to potential purchasers.
Simultaneously and with the consent of the vendor partners, I led a management buyout team. We prepared a business plan, presented to a number of City institutions and successfully raised the requisite debt and equity funding. However, the MBO was ultimately defeated on price by Kleinwort Benson.
My business case to become a partner was dependent on growing the business which required considerable personal business development and marketing effort.
August 1988 to September 1997
Various roles within KPMG London and Guernsey, starting as a trainee accountant in 1988 following graduation from university, until my appointment as a partner in 1997.