| Separately Managed Accounts – A Strategic Guide |
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2025
06-11
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to List Separately Managed Accounts (“SMAs”) enable asset managers to deliver tailored investment strategies as part of serving the financial goals of individual high net worth and family office clients. Structuring these accounts, however, requires deft navigation of contractual and operational complexities inherent in global markets. In Hong Kong, Type 9 asset managers face additional regulatory demands under the Securities and Futures Commission (“SFC”). In this guide, we will take a high-level tour of the SMA landscape, identifying common themes and issues that managers generally are facing across markets. We will also aim to provide actionable, strategic guidance for managers in optimizing their contractual/negotiating positions when it comes to entering into SMA arrangements, in particular, in light of the regulatory framework of the SFC’s Type 9 regime.
Structural / Negotiation Challenges
Fees and Valuation
Fee disputes frequently arise as clients demand transparency in performance fees, typically 10-20% above benchmarks like SOFR, and management fees, ranging from 0.5-2% of AUM. Emerging trends favour tiered structures, where fees decrease with larger AUMs, We are also seeing performance fees being deferred to align interests over extended horizons.
On fees and expenses, managers are increasingly offering bundled “all in” fees, combining management, advisory and service costs. Detailed fees and expenses breakdowns remain essential to avoid disputes, and agreements should list all fees, cap variable costs where feasible, and provide regular reports. Independent verification by administrators promote transparency and reduce conflicts with clients.
On valuation frequency, market standards dictate monthly or at least quarterly valuations, with frequency often tied to liquidity of underlying portfolios. For illiquid assets such as private equity or real estate, or harder-to -value assets such as cryptocurrencies, clients expect rigorous and transparent methodologies that can withstand scrutiny.. Agreements must clearly outline valuation processes, including fallback options like independent appraisals for assets lacking clear pricing, to prevent misunderstandings.
We are also seeing an emerging trend of “First-Loss” SMAs (“First-loss SMAs”), where managers “absorb” initial losses before passing any remaining losses to the client. These arrangements require tailored fee structures to reflect the heightened risks assumed by the manager. In such cases, performance fees may range from 20-30%, and drafting is required to be specific around loss thresholds and high water marks. Transparent and robust reporting is expected on the first loss buffer’s status to maintain client trust.
Manager Authority and Client Control
Defining manager discretion is pivotal, as clients may impose restrictions, including demanding veto rights or requiring frequent input – which risks blurring the line between discretionary and advisory roles. The challenge for many manager is to achieve a balance between the manager retaining discretion, but keeping clients comfortable with their level of control over their own portfolios. Reserve powers may be set aside for some clients (for example, when it comes to allocations that exceed 10% of AUM) but the aim here generally should be to limit client powers to veto rights only to preserve the manager’s discretionary autonomy (which is important in the context of the regulatory framework).
Managers typically seek to secure broad authority with defined guidelines. There will inevitably be negotiations around authorities and powers of the manager and nowadays, these often focus on tailoring limits for ethical or risk preferences, including such things as ESG alignment.The takeaway for managers, when it comes to this issue of authority and control, is to ensure the SMA agreement clearly defines the scope of the managers powers and authorities, and delineates roles as between the manager and its client. There should be flexibility to amend the scope of the managers powers and duties as and when needed, subject always to consent of the parties and approval by the client.
In the case of First-loss SMAs, enhanced risk protocols are expected due to the manager’s loss exposure. Agreements should mandate stress testing, liquidity monitoring, and tailored risk limits (e.g., concentration caps) to safeguard the first-loss buffer. Compliance with FMCC requires documenting risk mitigation to ensure client protection and manager stability.
Custody and Reporting
Custody arrangements often prompt client requests for preferred providers, requiring contracts to specify segregation and liability terms. Managers should vet custodians for financial stability and cybersecurity resilience, and ensure that the SMA agreement locks in terms such as reporting frequency (typically quarterly or monthly reports), scope (including holdings, performance, and fees) and delivery methods.
Concurrently, we are seeing increasing client demand for real-time portfolio updates, and bespoke formats, which in turn, has driven adoption of digital reporting platforms.
For First-loss SMAs, custodians need to segregate and track the manager’s capital buffer, with due diligence ensuring compliance with SFC rules. Enhanced reporting, including frequent updates on the buffer’s status, is critical to meet client demands and FMCC disclosure requirements, often leveraging digital platforms.
Termination and Exit Rights
Termination discussions can become contentious when clients seek rapid exits, yet managers need time to liquidate illiquid assets without disruption. Agreements typically require 30-90 days’ notice, with exit fees rare unless specified, and illiquid assets transferred in-kind or sold at market value.
SMA agreements should clearly set out terms such as notice periods, asset distribution, and valuations to avoid disputes. We generally advise managers to settle discussions around exit early (and typically at the onboarding stage). This works to align expectations and ensure a smooth transition as the relationship comes to an end.
Cross-Border Investments
We are increasingly seeing discussions during the negotiation stage around cross-border investments. These introduce and added layer of complexity as the clients and the manager will inevitably have to solve for regulatory, currency, or tax issues. A growing demand for tax-efficient strategies, for example, such as tax-loss harvesting, nowadays often drive manager clients to consider deployment structures that optimize after-tax returns.
We typically see terms in SMA agreements that specify approved jurisdictions; allow flexibility for regulatory shifts (including remedial actions that may be taken by the manager or client in response to such shifts); and require due diligence on markets.
Guideline Amendments
Mid-term investment guideline changes, driven by evolving priorities, have the potential to disrupt portfolio management and strain relationships. Typically, any amendment of the mandate or scope of an SMA agreement will require mutual consent, and we expect to see a 10-30 day review process to assess impacts. It is advisable to have this review process clearly outlined, and to include stipulations such as timelines and manager rights to reject changes that may compromise executions. Dispute Resolution
Disputes over fees, performance, or decisions risk reputational or legal harm without a structured process. We often recommend that SMA agreements incorporate a tiered-process for dispute resolution, typically arbitration, preceded by negotiation or mediation. Jurisdictions that appear to be favoured include London, Singapore or Hong Kong. Obviously, for a manager based in Hong Kong, choice of law and venue for dispute resolution should be Hong Kong as this facilitates the entire resolution process, and reduces costs and time.
Minimum Investment Thresholds
Minimum account requirements are an important consideration for SMA managers who are also managing separate funds, particularly those employing private or quantitative strategies. These thresholds, often set around $15 million USD or higher depending on the scale of assets under management (AUM), operational costs, and investment strategies, reflect the significant investments required in proprietary technology, data acquisition, and expertise. For larger funds managing between $500 million and $1 billion in AUM, these minimums may rise considerably (>$50 million) to ensure operational efficiency and focus efforts on an exclusive clientele. By doing so, managers streamline administrative overhead, enhance client relationships, and optimize performance, while offering investors access to sophisticated tools and customized portfolios. However, these elevated thresholds also pose barriers to entry, limiting access for smaller investors seeking high-performing funds. As hedge funds continue evolving, minimum account requirements will remain a key structural element, shaping strategies for both managers and investors alike. Regulatory Considerations for Hong Kong Managers
The SFC imposes a thorough but robust regulatory framework over what are defined as “regulated activities” that are carried out in Hong Kong, For SMA managers, the most relevant regulated activities (and their associated licences) would be Type 9 (asset management) and Type 4 (advising on securities).Against this background, and in addition to the typical contractual / structuring points noted above, SMA managers would also need to be aware of specific regulatory requirements arising under the Securities and Futures Ordinance (Cap.571) and subsidiary legislation such as the Fund Managers Code of Conduct (“FMCC”).
Client Agreements and Suitability
Type 9 managers must craft precise SMA agreements to define discretionary authority, a cornerstone of SFO compliance. These agreements must clearly outline investment objectives, risk parameters, and any client-imposed restrictions, such as asset class exclusions or geographic limits.They should also specify the scope of discretion, including authority to execute trades without client pre-approval, while documenting client preferences to avoid reclassification risks. For instance, excessive client input, like mandating specific trades, could undermine discretion, requiring careful drafting to preserve their Type 9 status.
When it comes to fees, client agreements should include transparent fee disclosures, detailing management fees (e.g., 0.5-2% of AUM), performance fees (e.g., 10-20% of gains above a benchmark), and any pass-through expenses (e.g., custodial or transaction costs). These disclosures must be clear, upfront, and agreed upon to ensure clients understand cost implications and to avoid conflicts, such as undisclosed performance fees. For example, an SMA agreement must specify if performance fees include a high-water mark and outline calculation methods, with client consent documented. Suitability, mandated by FMCC Part III and Code of Conduct 5.2, requires thorough KYC to align SMAs with client profiles. Individual PIs (≥HK$8 million portfolios) must have tailored risk assessments; corporate PIs passing the CPI Assessment may secure exemptions with consent, unlike non-passing ones (which are treated as individuals). The practical implications of which category a client falls into are material and ought to be noted. For individual PIs, managers should implement tailored KYC via questionnaires capturing financial details and risk preferences, with interviews to validate the responses. Annual reviews and client-friendly disclosures, avoiding jargon, need to be in place to ensure ongoing suitability.
For corporate PIs passing the CPI Assessment, entity-level KYC involving financial statements, governance documents, and expertise proof are necessary to make available exemptions with consent, reducing compliance burdens. Corporate PIs that do not pass the assessment need to be treated as if they were individual PIs.
Staff training on FMCC and Code of Conduct suitability, plus meticulous records, are critical across all client categories. Non-compliance risks SFC enforcement, including fines up to HK$7 million or and/or licence suspensions/restrictions. Client Onboarding and AML/KYC
Most Type 9 licences have a “PI only” condition imposed, which restricts the Manager from providing services to professional investors only. Managers with this condition on their licence must, therefore, verify PI eligibility (≥HK$8 million portfolios for individual clients, or ≥HK$40 million assets for corporate clients). Managers without this condition may serve non-professional investors (non-PIs), such as retail clients, subject to stricter suitability obligations under paragraph 5.2 of the Code of Conduct, which requires that all recommendations or solicitations, including SMA strategies, are reasonable based on the client’s financial situation, experience, and objectives. Non-PIs face heightened scrutiny due to their retail status, necessitating detailed KYC to ensure suitability, unlike certain PIs who may qualify for exemptions.
All Type 9 managers, regardless of client type, must adhere to stringent know-your-client (KYC) and anti-money laundering (AML) obligations under FMCC Part III and the Anti-Money Laundering and Counter-Terrorist Financing Ordinance (AMLO). Under the FMCC, managers must undertake comprehensive KYC to capture client identity, financial status, and investment objectives, updating information annually or upon material changes, such as new income sources or corporate restructurings. Enhanced due diligence is mandated for clients linked to high-risk jurisdictions or virtual assets, including sanctions screening, transaction monitoring, and detailed audit trails. For example, a client with virtual asset exposure may trigger additional checks on fund sources to comply with AMLO. Custody Rules
Another common condition imposed on Type 9 managers is a prohibition against holding client assets. These managers must, therefore, ensure that external custodians are appointed to ensure segregation, regular reconciliations, and implement secure record keeping. This is not usually an issue for SMAs since the portfolios are already custodied by the clients under their own arrangements. Nevertheless, managers are expected to conduct due diligence on custodians, including evaluating financial stability, operational controls, and cybersecurity measures, and execute agreements specifying responsibilities, such as asset verification and reporting protocols. Ongoing Duties
The FMCC imposes a comprehensive set of ongoing duties on Type 9 managers to ensure investor protection and market integrity for SMAs, with updates reflecting heightened scrutiny on transparency, fairness, and risk management. These obligations include some of the following:
Virtual Asset SMAs
Type 9 managers managing SMAs with over 10% virtual asset (VA) exposure, measured by gross asset value (GAV), must obtain a Type 9 VA uplift on their licence, as mandated by the SFC’s October 2021 Circular on Virtual Asset-Related Activities and the October 2019 Terms and.
This licensing condition applies to SMAs as discretionary portfolios, requiring managers to notify the SFC, demonstrate compliance capacity (e.g., VA expertise, robust systems), and adhere to VA-specific obligations. These include enhanced risk management, such as volatility assessments, stress testing for market crashes, and cybersecurity controls to protect against hacking. Managers must also ensure custodians handling VAs implement specialized controls, like cold storage and multi-signature wallets etc.
Suitability assessments for VA clients need to address VA-specific risks (e.g., price volatility, regulatory uncertainty), ensuring clients understand implications. In practical terms, VA SMAs will require managers to upgrade their systems for VA risk monitoring, train staff on VA compliance, and engage VA-capable custodians – which will be materially more involved (and costlier) than trad-fi management arrangements.
Conclusion
SMAs offer a dynamic platform for delivering tailored investment solutions to a broad spectrum of clients, whether in the PI or retail segment.
SMA arrangements, however, present a particular set of structural challenges and obstacles that managers must navigate, including in relation to fees, valuation,governance, custody, reporting, transitions, cross-border complexities, guideline amendments, disputes, and technological advancementsFor managers operating in Hong Kong, these structural and operational challenges must also be viewed through the prism of the SFO and its additional duties and obligations that are imposed on Type 9 managers. With strategic foresight and proper structuring (including in relation to legal and compliance), however, SMAs can be a fruitful source of new revenues, particularly in a macro environment where fund raising for pooled funds has become increasingly challenged. Disclaimer:
This document has been prepared by OP Investment Management Limited (OPIM) with [CHARLES RUSSELL SPEECHLYS LLP]for informational purposes only. OPIM is licensed under the Securities and Futures Ordinance of Hong Kong (Cap. 571) to conduct Type 1 (dealing in securities), Type 4 (advising on securities) and Type 9 (asset management) regulated activities (CE No.: AJH044). OPIM may only provide services to professional investors. This document and its contents have not been reviewed by any regulatory authority in Hong Kong. This document is not an advertisement and should not be construed as an offer, a solicitation of offer, or an investment advice or recommendation, to deal in shares of securities or any financial instruments and thus should not be relied upon in that regard.
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