Spend a few minutes exploring the Castlefield website and you'll no doubt come across a range of memberships, accreditations and industry affiliations. But what do these memberships actually mean?

We sat down with Chief Client Officer, Rupert Lovesy, to discuss why these affiliations matter, how they influence the way we work, and what they reveal about the values behind the Thoughtful Investor.

From responsible investment initiatives and professional standards bodies to organisations championing workplace diversity, fair employment and social responsibility, Castlefield's memberships, accreditations and industry affiliations provide an insight into the causes and communities we're proud to support. But what do these memberships actually mean? 

Rupert Lovesy (RL) sat down with Nathan Cameron (NC) to discuss why these affiliations matter, how they influence the way we work, and what they reveal about the values behind the Thoughtful Investor.

 

NC: You’ve recently had a change of role to Chief Client Officer. What can you tell us about it in terms of what it entails and what are some of the activities you’ll be focused on over the coming months?

RL: As Chief Client Officer, I am focused on delivering the best possible outcomes, value and experience for our clients. I’ll be working hard to ensure that every stage of each client journey feels clear, joined up and personal. 

Life has changed a lot over the last few years – we communicate more ways, there’s new technology available and we are bombarded with news stories online, some of which, understandably, may cause us concern for our long-term plans.

In the coming months, I will be reviewing our client communications and processes to make the client experience as straightforward as possible. This enables our clients to make the best use of time with our skilled professionals, to receive information that is timely and useful and to minimise clients’ time on administration, so they can spend more time doing what is important to them.

 

NC: Castlefield is associated with a wide range of organisations and initiatives. Why is that important?

RL: To be honest, we don't sit down and think about how many memberships we can accumulate. The starting point is always whether an organisation aligns with how we already want to operate.

They show that we're willing to be measured against recognised frameworks rather than simply making claims about what we believe.

If an initiative encourages higher professional standards, better stewardship, fair treatment of people or more responsible business practices, we're naturally interested. The affiliations come as a result of our values, rather than the other way round.

 

NC: What would you say to someone who looks at the list and thinks: 'What does any of this actually mean for me as a client?'

RL: It's a fair question because some of these organisations can sound quite technical. For clients, I think the most important thing is that that they provide independent evidence of the standards we hold ourselves to. 

They show that we're willing to be measured against recognised frameworks rather than simply making claims about what we believe.

 

NC: Castlefield is associated with a number of organisations beyond the investment world. Why are those important?

RL: I think they tell people something about the culture behind the business. Take our involvement with the Women in Finance Charter, for example.

The financial services industry has historically struggled with gender representation at senior levels. When we signed the Charter, we committed to maintaining 50% female representation in senior roles.

What's particularly pleasing is that this wasn't about transforming our culture to hit a target, it was about formally recognising and protecting something that was already important to us.

We've maintained that balanced representation for many years, which we feel creates a stronger, more diverse leadership team and ultimately a better business for clients.

 

NC: How do these affiliations influence day-to-day decision making?

RL: I think they act as useful reference points. Whether we're reviewing investments, developing policies or thinking about how we support colleagues, these memberships remind us of the standards we've chosen to uphold. They're not something that sits on a shelf. The best ones become part of how decisions get made.

But being thoughtful isn't just about how we invest money. It's also about how we run a business. For example, our support for the Financial Vulnerability Charter reflects the fact that people don't always come to a financial adviser at straightforward times in their lives.

They may be navigating bereavement, illness, divorce, caring responsibilities or other challenges. Being a thoughtful adviser means recognising those circumstances and adapting how we work to support people appropriately and sensitively.

 

NC: Have client expectations changed in recent years?

RL: I think many clients are asking broader questions than they were ten or twenty years ago. Of course, performance and financial planning remain critically important, but people are increasingly thinking about the kind of world they want to live in alongside their long-term financial planning.

They are more discerning about how their money is invested, how businesses behave and whether organisations genuinely live their values. That's a conversation we've been having for a long time.

 

NC: Which affiliation are you personally most proud of and why?

RL: I'd probably struggle to choose just one because they all represent different aspects of what matters to us. But if pushed, I'd likely point to employee ownership.

it creates a culture where people genuinely care about the outcomes we achieve for clients

It's been central to our culture for many years and is a win/win situation for clients and co-owners alike. It reflects our belief that businesses tend to make better long-term decisions when the people contributing to their success have a genuine stake in it.

It encourages a long-term perspective and creates a culture where people genuinely care about the outcomes we achieve for clients and colleagues alike.

 

NC: What's the common thread linking all these memberships together?

RL: The common thread is responsibility (which is one of Castlefield’s core values). Whether we're talking about investment stewardship, professional standards, diversity, employee wellbeing or ethical business practices, they're all connected by a belief that businesses should think about the wider impact of their decisions.

 

NC: Talking about values, do you have a good example of Castlefield backing up its values with action?

RL: I'd point to areas such as diversity and inclusion. Through the Women in Finance Charter, our status as a Disability Confident employer and our support for age-friendly employment initiatives, we're signalling that talent should be able to thrive regardless of background, gender, age or disability. 

These aren't areas where you ever finish the job. They're ongoing commitments. But we believe diverse perspectives lead to better decisions, and that's beneficial for both our colleagues and our clients. That's really what being the thoughtful investor means to us.

 

Interested in learning more about the principles that shape how we invest and advise?

Explore our Thoughtful Investor approach, discover our affiliations and memberships, or contact us to speak to one of our financial planners about how we help clients align their financial decisions with their personal goals and values.