Ladies and gentlemen, thank you for standing by, and welcome to the SEI First Quarter 2022 Earnings Call. At this time, all lines are in a listen-only mode. Later, we will have a question-and-answer session. If you'd like to queue up for a question, you can do so at any time by pressing 1 then 0 on your phone keypad. As a reminder, today's conference is being recorded. I'd now like to turn the conference over to Chairman and CEO, Al West. Please go ahead. Welcome, everyone. On our call today we have Albert Chiaradonna, Phil McCabe, Wayne Withrow, Paul Klauder, Kathy Heilig, our controller, and Dennis McGonigle, our CFO. Also joining us is Ryan Hicke, who I will be transitioning to the role of CEO on June first. Now, today, I'll start by recapping first quarter 2022. I'll then turn it over to Dennis to cover LSV and the investment in new business segment. After that, each business segment leader will comment on the results of their segments. As usual, we will field questions at the end of each report. Let's turn our attention to the financial results of the first quarter 2022. First quarter revenues grew 28% from a year ago, while first quarter earnings grew by 47% from a year ago. First quarter EPS of $1.36 grew 53% from the $0.89 reported in the first quarter of 2021. During the quarter, asset balances decreased by $9.4 billion, while LSV's balances decreased by $3.0 billion. In the quarter, we repurchased 1.7 million shares of SEI stock at a price of $58.42 per share. That translates into $101.1 million of stock repurchases. We had a successful sales quarter, with net inflows totaling $28.7 million, $27 million of which is net recurring. Each of our segments will cover the details. The big news this quarter is that we have selected a new CEO. He is Ryan Hicke. Ryan is no stranger to SEI, nor to you. He has worked at SEI for 24 years in a variety of leading positions in asset management, processing and technology. In addition, Ryan brings a global perspective to his career, having worked half of his years at SEI outside of the United States. Recently, he provided leadership to a fast-growing startup. Finally, what's really important is that he lives and breathes our culture, providing a role model for all. Now I'd like to turn it over to Al to say hello. Al. Did I say Al? Ryan. What kind of slip is that? Thanks, Al. Good afternoon, everyone. I appreciated the opportunity to speak to so many of you over the last couple of weeks. I thought I would take a brief minute to share some of the things I am focused on presently. While we are in a very strong position strategically and financially, we need to continue to make changes to truly capitalize on our opportunities in the future. As the year evolves, you will see a continued focus on maintaining and accelerating growth in existing businesses, including margin expansion in private banking and segment expansion in other units, rapidly expanding our focus on new growth engines, including SEI Sphere and other relevant M&A activity, and reinvigorating our culture and talent strategy with an emphasis on infusing new skills, perspectives, thinking, including diversity all across the company. I truly look forward to spending more time with all of you, and I'm excited to continue to work closely alongside Al and the team to hit the ground running in June. I will now turn it over to Dennis, but I look forward to any questions today or in the coming weeks. Thank you. Thanks, Ryan. Good afternoon, everyone. I'll cover the first quarter results for the Investments in New Business segment and discuss the results of LSV Asset Management. I will also go over a couple of corporate items. During the first quarter of 2022, the Investments in New Business segment activities consisted of the operation of our Private Wealth Management group, SEI Sphere, the modularization of assets and data integration of different platforms to deliver on our One SEI strategy and other investments. During the quarter, the Investments in New Business segment incurred a loss of $7 million as compared to a loss of $9.5 million during the first quarter of 2021. Approximately $4.1 million of expense during the first quarter 2022 is tied to our One SEI effort. Regarding LSV, our approximate 38.6% ownership contributed $32.5 million in income to SEI for the first quarter of 2022. This compares to a contribution of $33.4 million in income for the first quarter of 2021. Assets during the quarter decreased approximately $3 billion. LSV experienced net negative cash flow during the quarter of approximately $1.7 billion, with market depreciation of approximately $1.3 billion. Revenue for LSV was approximately $108.5 million for the quarter, with $1.3 million of performance fees. As Al mentioned in prior disclosure, we received an $88 million contract termination fee during the quarter. This fee was recorded as revenue in our private banking segment and had the net impact of increasing our EPS by approximately $0.47 per share. As we have previously discussed and consistent with others in the industry, we continue to experience inflationary pressures on personnel costs. In addition, we continue to add talent to support our growth. This has had an impact on expenses across the company, particularly in our operational groups. We expect this pressure to be with us for the foreseeable future. Also, our expenses reflect a full quarter of costs associated with our recent acquisitions, including Novus. Our effective tax rate for the quarter was 23.1%. We have also included in our earnings release additional information that you should take a look at. Please refer to our soon-to-be filed 10-Q for more information. I'll now be happy to take any questions. Our first question will come from the line of Ryan Bailey with Goldman Sachs. Please go ahead. Your line is open. Hi, good afternoon, everyone. I had a question for Ryan. Ryan, I was wondering what are the key strategic priorities that you have going forward? Maybe what are the areas of the business that you've spent the most time evaluating and thinking about? Hey, Ryan. How are you? I mean, I think it's pretty much exactly what I reiterated when we talked last week, but also in the call a few minutes ago. You know, when we look, the strategic priorities are really to continue to have a clear focus on accelerating growth in our organic businesses, and looking at ways that we can kind of reposition and maybe redeploy some opportunities or capital there. While we do that, you know, I think everybody in the room shares the view that we have a great opportunity to really start to focus on new business opportunities and new initiatives. I think equally important, as I mentioned a couple minutes ago, with workforce coming back, all the changes, we have a really great opportunity to kind of refresh and reinvigorate what we believe is an advantage we have with such a talented workforce. They're kind of the key three areas that we're gonna continue to drive down. In time, Al and I will, you know, provide way, you know, much more transparency around what we're gonna do, but we'll continue working with the team to formalize those plans. Got it. Hopefully I'm not trying to preview too much around this, but you had mentioned in your pre-prepared remarks, looking to expand the margin in the private banking segment. I was just wondering, is that a change in view around how that business is operated or is that sort of the same view as previously that you get the backlog implemented and that will come with you know, healthy incremental margins? Yeah. Al's gonna go through that in his remarks, Ryan, but I mean, I think you're right. We're gonna continue to focus on what we've spoken about in the past. In certain cases, we'll look to accelerate opportunities we have to expand margin. Got it. Thank you. You're welcome. Our next question will come from the line of Owen Lau with Oppenheimer. Please go ahead. Good afternoon, and thank you for taking my questions. Also, Ryan, could you please talk about how you want to maybe position SEIC to navigate through the current geopolitical tensions and rising rate environment and maybe anything you would do differently just based on what you said in the pre-prepared remarks. Thank you. I'm sorry, Owen. Good to speak to you. I missed the middle of that. Navigate the- Geopolitical tensions. Geopolitical tensions? Yeah, navigate through the current geopolitical tensions and also rising rate environment. Anything you would do differently just by what is mentioned in the prepared remarks. We're not really that impacted, right, specifically in our day-to-day business by, you know, speaking kind of specifically about kind of Russia, Ukraine. For us right now, Owen, it's kind of business as usual. We'll obviously, you know, stay acutely aware of, you know, any influences or impacts, anything that happened would have on our employees or our business. We're BAU on that front. Got it. Maybe one for Dennis on the LSV. I think on the press release you also mentioned that earnings were down year over year due to negative cash flows from existing clients and also client losses. Maybe could you please provide a little bit more color and update on LSV? Thank you. Sure. It's a kind of, to me, a tale of coming out of the, you know, tougher markets for them as a value-oriented firm. Moving forward, being able to take advantage of the fact that they've kind of stuck to their knitting, their performance on a relative basis has been very good and strong, and somewhat reflected by the $1.3 million performance fee in the first quarter. Last year, you know, that number was about $0.3 million. First quarter is usually not a quarter of performance fees for LSV generally as a firm. Their performance has gotten better. While their cash flows were negative, they've. It's hard to, you know, hear this in a way, but they've actually improved as value has, you know, gotten it to the attention of investors. One thing in talking to LSV, there's a lot more search activity in the value space that they're optimistic about relative to prospects for the year to capture new asset flows. Got it. Thank you very much. You're welcome. Our next question will come from the line of Ryan Kenny with Morgan Stanley. Please go ahead. Hey, good afternoon. Hey, Ryan. Hey, Ryan. First, a question for Ryan. I understand the announcement is fairly recent, so I don't think anyone's expecting a detailed comprehensive outline of the strategy yet. Just as a follow-up to the first question, I just wanted to dig in a little bit about the big picture on your approach to operating leverage. How do you think about balancing the need to invest to grow versus being a CEO more focused on expense management? Thanks. Sure. I think it's kind of couple parts, Ryan. I mean, as we said in the beginning, I mean, SEI is in a really fortunate and privileged position to be as financially strong as we are. You know, I think we're gonna continue to look at how do we allocate that capital. That'll include investments that we're making today to look at ways maybe in the short term that we may redirect or redeploy some discretionary investments that we think best align with revenue opportunities, but also to continue to invest in new opportunities that we've either started in the last couple of years or things that we see on the horizon to position ourselves for future growth. Thanks. Just a follow-up question for Dennis. SEI had the $88 million termination fee as a revenue tailwind this quarter. Is that something that you want to reinvest into the business, or is it something that you think would be distributed to shareholders through accelerated buybacks? I mean, ultimately, that's a decision for our board to make relative to, you know, capital allocation from a dividend perspective. You know, but clearly, you know, just, you know, it's a good problem to have to have a very strong balance sheet, to have, you know, highly liquid balance sheet and one that gives our board as well as Ryan and Al optionality relative to investment opportunities or, capital return. But that's something our board will, you know, talk about. You know, the logistics of the actual capital is, you know, that piece of business was signed through one of our foreign subsidiaries. There's a little bit of a process to get that capital moved, which has to be worked on before ultimately our board here would address that issue. Thanks. Yep. Our next question comes from the line of Robert Lee with KBW. Please go ahead. Great. Good afternoon, everyone. Thanks for taking my question. I guess my main question, most of my others were asked already, but Dennis, I'm just curious in the investments in new business, you called out that I think the ongoing costs from the One SEI initiative was $4 million. Can you just remind us or update us on how we should think of. Is that kind of at a level where it's more of a permanent fixture around that $4 million, or should we think of that continuing to kinda maybe trail off as we work our way through the year into next year? Yeah, I would suspect that cost specific to that project will, you know, trail down as we move forward. But, you know, just a reminder, the investments into business segment is an investment segment. So while it may trail down relative to One SEI, some of the technological investments we're making associated with One SEI, you know, we, you know, based on, you know, particularly with Ryan, you know, building on Ryan's comments, there are other things and other ideas we have that, you know, we would probably reallocate some of that spending too. So I wouldn't look at it as a, you know, big opportunity for pickup on expense as much as, you know, continuing our ability to add to our asset base. So there's things in that segment, for example, we are investing in cloud, and that's part of that segment. We are investing in the data space, working with Snowflake. The costs associated with that work is in that segment. These are additional R&D projects at the company level, you know, enhancing our learning, enhancing our abilities that, you know, we think will benefit, you know, most of our businesses, if not all of our businesses over time. Okay, great. That was all I had. Thank you. You're welcome. The final question we have in queue at this time comes from the line of Michael Young with Truist Securities. Please go ahead. Hey, thank you for taking the question. Al and Ryan, I understand, you know, you're not rolling out, you know, sort of any new thoughts or goals yet or anything like that. Just given kind of the long-term legacy of SEI, I'm curious, you know, how much of sort of the legacy way of doing business is sort of on the table and, you know, what sort of magnitude potentially of change should we expect going forward? You know, is this more of a wholesale review of the way things are done? Could we expect, you know, balance sheet leverage to be an option, you know, M&A to become more aggressive? You know, any larger shifts in kind of strategic thinking, or is this more of a marginal change? That's just a question I'm getting from a lot of investors. What's Al? Thank you. You were right. Okay. I'll say I feel that there should be a lot of change, and I'll leave the rest of it up to Al. Good. I agree with Al, Michael. I don't think it's a wholesale review of what we're doing. We have a lot of really strong assets and things that we do really well. It's not gonna be marginal change, and we're gonna continue to work through that. We have a tremendous opportunity ahead of us, and we expect to take advantage of that opportunity, you know. That's gonna require change. Okay. As a follow-up, just, you know, it's been mentioned a lot that, you know, you had international experience, and that was kind of a reason why, you were selected for the role. Could you just talk about, you know, kinda the conversation with the board there and what the opportunity set is ahead that you feel like, you know, made you uniquely qualified, to take this position and kinda where that international piece is gonna play in? Yeah, I mean, Al mentioned that earlier. I think part of it is when you look at our international kind of footprint and my time over there, a lot of it was really around starting new businesses, you know, really trying to kind of put an imprint together with the other SEI folks on creating that culture and the environment that we're all so proud of here, but really looking at ways that we could expand our growth opportunities, in many cases, leveraging things that we had in the U.S. or actually some of the businesses that we started there, bring some of those capabilities back here. I think it was a combination, Michael, of just the exposure to the global markets being so different than the domestic markets. A lot of that experience between 2001 and 2012 was really around starting and growing new businesses, and that's something we highly value here, especially when you can do that alongside the right culture. Okay. Thanks very much. Thank you. We have no further questions in queue at this time. We would like to remind you that during today's presentation and in our responses to your questions, we have and will make certain forward-looking statements that are subject to risks, uncertainties that may cause actual results to differ materially. Please refer to our notices regarding forward-looking statements that appear in today's earnings release and in our filings with the SEC. We do not undertake to update any of our forward-looking statements. Now I'd like to turn it over to the other Al. Al Chiaradonna. Al? All right. Thank you, Dennis. Good afternoon, everyone. First quarter 2022 revenues totaled $213.5 million, which was up $95.9 million as compared to revenues from the first quarter of 2021. First quarter 2022 quarterly profit of $91.6 million was up $84.7 million from the first quarter of 2021. As Dennis mentioned, revenues and profits benefited from the one-time cancellation fee of $88 million, which netted $86 million in profit. In turning to sales activity during the quarter, we closed approximately $8.4 million of net investment processing events, excluding the termination of HSBC. $7.1 million related to recurring revenues and $1.3 million related to one-time revenues. During the quarter, we signed two clients of note. We signed an SWP agreement with Grove Bank & Trust, headquartered in Miami, Florida. Currently running on a competitor solution, Grove Bank & Trust's selection of SWP represents the platform's continued success in the community bank space. As I mentioned during the last quarter call, we've been working with HSBC to address their changing needs with respect to the business that was contracted in 2020. Last month, we filed an 8-K disclosing that HSBC Private Bank terminated one of its agreements with our U.K. subsidiary for convenience. We also discussed on that fourth quarter call the sale of new business in alternative processing space with HSBC. This quarter, we will also sign an agreement with HSBC to move its U.S. investment processing book of business to the SEI Wealth Platform. Our evolving relationship with HSBC demonstrates our ability to help our most complex and large clients respond to ever-changing market environments that impact their strategic goals. The change in environment for our most complex clients creates opportunity and adjustments in our relationships. In turning to implementation activity, in the first quarter, we successfully installed two new clients from competitor platforms to SWP and installed one additional new client to our TRUST 3000 platform. Tompkins Financial Advisors, the wealth management firm of Tompkins Financial Corporation, has successfully converted its wealth management business to SWP from a competitor platform. Central Pacific Bank, headquartered in Hawaii and a primary subsidiary of Central Pacific Financial Corp, also migrated their wealth management business to SWP from a competitor platform. We're also pleased to announce that Central Pacific is further expanding their relationship with SEI by adopting SEI's asset management distribution products to help grow their business and serve their clients. Also, during the quarter, we successfully migrated Principal Financial Group's Institutional Retirement and Trust business to our TRUST 3000 platform. We look forward to continuing to work with Principal and grow our relationships as partners in the industry. As an update on our backlog, our total signed, but not installed global backlog is approximately $54.4 million in net new recurring investment processing revenue. Including the signings and implementations I just mentioned and the netting of the canceled agreement. We continue to work with our clients with longer tail type timelines as their business needs change and opportunities present themselves. From an asset management standpoint, total assets under management ended the period at $25.3 billion, which was flat to the first quarter of 2021. Our cash flow for the first quarter of 2022 was approximately a positive $362 million. As we go through 2022, we remain committed to our strategy of building a global pipeline and associated backlog, matriculating that backlog, gradually improving our operating profits, and prudently investing in the businesses to create sustainable growth. We have a talented team across SEI that is focused on these goals. We remain excited and optimistic. That concludes my prepared remarks, and I will now turn it over to any questions you may have. Our first question will come from the line of Ryan Kenny with Morgan Stanley. Please go ahead. Hi, good afternoon. Good afternoon, Ryan. I know a few years ago, SEI was talking a lot about investing to bring on more global wealth players. I understand you're still working with HSBC on several services, but it does seem like a lot of the new wins that are announced are more in the domestic, mid-size, super regional camp. I guess my question is, do you need to invest more to attract more global players, or do you think that there's any strategic shift to focus more on the mid-size or super regional institutions that, at least from the outside view, seems to be more of your sweet spot? Ryan, great question. I'll take it in two parts. I think we continue to have some success on the global side. In the fourth quarter of 2021, we talked about Waverton and a piece of that alternative platform for HSBC. We saw some wins there. I also discussed in a comment on that call how we were reinvesting in some sales talent, reestablishing a sales culture there. I think that's gonna be a big ingredient to our success globally. I think when you think about our global expansion, it's really been limited on the investment processing side to outside the U.S. anyway, to being in the U.K. That's really related to the complexities of managing tax, regulatory, and different strategies. We're kind of deliberate. I don't think we'll be dialing that back. The investment in personnel right now is to try to see, as Ryan mentioned, can we continue to expand our organic growth in this IP by looking at that global environment. Oh, the other part, Ryan, the other part of your question, I'm so sorry. You are correct. We are having some good success in the regional and community bank space over the last two quarters, and that probably represents the most mature solution and the one we can sell the quickest and install the fastest. I think that's a fair observation. Thanks. Yes, of course. Just one follow-up on the lost HSBC contract. Are there any expense offsets to the revenue loss there? As Dennis mentioned, the impact of the 88 was 86, so there was about $2 million of that. Beyond that, the other stuff that we invested, we would be leveraging. There's really no other expense lift out of that. Okay. Got it. Thank you. Sure. My pleasure. Next question will come from the line of Owen Lau with Oppenheimer. Please go ahead. Thank you. So it looks like the margin has come down a little bit if you exclude the termination fee. Is there any kind of like one-time expense? I think you just mentioned $2 million, but what drove that margin decline? If you can also remind me, sorry, I may have missed that, the revenue and cost impact from HSBC's private banking going forward, how should we think about that? Thanks. Yeah. Owen, thanks for the question. I think your first question was related to the slight margin deterioration in the quarter if you net out the cancellation fee from HSBC. The two things that really drove that, quite candidly, one was capital markets. We saw capital market pressure on the asset side of our business. Then secondly, as we discussed in the press release, and I think Dennis just mentioned, the competitive labor market and the pressures of that have caused us to make some investments in our talent to retain that talent. You're seeing that impact our margins. Then your second question, I think, was related to the $88 million. The net impact of that $88 million is the $86 million, and there's really nothing else inside that related to that cancellation. Of course, as we install the other HSBC business, we'll begin to invest in implementing that, which we already have, which is in those numbers in the first quarter. Then as they implement, we'll begin to recognize that revenue over 12-18 months. There's really nothing else related to what has been canceled. Got it. The follow-up, it's related to the previous question. How do you think about like large-scale M&A outside of U.S. and U.K. in order to expand globally? Like, is this option off the table or would you still consider that? Thanks. Owen, this is Dennis. I think, you know, large scale M&A or just M&A in general is kind of driven corporately. While, you know, one of the lenses we look through is how M&A can help enhance our growth opportunities and our strategic positioning in our existing businesses, and certainly geographic expansion or acceleration of geographic expansion through M&A, which would benefit any of our businesses, you know, not just private banking. Yeah, we would take a hard look at and be, you know, interested in considering. It's really not a specific question for private banking as much as it is a strategic, you know, initiative of SEI, the company, around, you know, one of our rationales for M&A. Got it. Thank you very much. Sure. Our next question will come from the line of Robert Lee with KBW. Please go ahead. Thank you. Good afternoon. I appreciate you taking my questions. A question on the backlog. So of the 50, I think it was $54.5 million backlog of recurring, can you maybe parse that down for us? I mean, particularly since I'm assuming that a fairly significant chunk of that is still Wells Fargo, which seems to be kind of open-ended in terms of when it may or may not begin converting. So what should we reasonably expect over the next two years of that backlog from where you sit today to convert or begin converting? Robert, thanks for the question. The $54 million change in backlog, if we think about where that stands today, over the next 12 months, about 25% of that would be converting. Over the 13- to 24-month period, we should see the remainder of that converting. Your comment on Wells Fargo, yes, Wells Fargo is still in that backlog. The biggest challenge with the backlog overall is large jumbo clients. They just take time. They have M&A, they restructure, they have leadership changes, and we continue to work with them in that as we implement those clients. Yeah. Maybe, along those lines as a follow-up, you know, unless I kind of misunderstood, I think a couple of years ago, you know, one of the ideas was, while, you know, converting the community banks is great and, you know, smaller regionals is great, to really kind of scale the platform, you kind of needed to get more of the Truist, SunTrust, kind of the, you know, big, more and more bigger and bigger banks. Which to your point seems just to take, you know, a long time. You know, I don't know. As you sit here today and you look at your pipeline, you know, is there a reasonable expectation that you could see this, you know, an acceleration of those kind of big chunky wins that really will drive the scale on the platform? You know, do you feel like this, you know, the partnering with the kind of community and, you know, some of the, you know, mid-size or smaller regional banks is kinda, you know, that's quantity, that's kind of what we're gonna reasonably expect for the next, you know, 18 months or two years? Robert, that's a good question. When I think about the pipeline, the pipeline is healthy. We have good activity in the market. I think outsourcing trends in the market are leaning our way, which are helpful to us. I do think you're right. A lot of our pipeline activity has been, in terms of wins and installations, regional and community. We'll continue that because those are things that we know we're gonna get up and get done. The jumbos, we are focused on those. We are talking to them every day. They're active in the market. What I can't do for you, Robert, is predict when they'll actually close. Unfortunately, in these sales cycles, it's not really driven by SEI's ability to close it. It's driven by the time it takes to negotiate it and then the time it takes to implement it. Those are just a little less predictable than your regional and community. In no way are we shaping our pipeline strictly around regional and community. We're gonna continue to push forward on those jumbos, and then as those jumbos land, we'll discuss them. It'll come with the same caveats I mentioned on the last two calls, which is it's just hard to predict how a multi-year implementation will land, not just because of what we're doing, but because the banks themselves have development and integration they're doing on their side. I appreciate that. Can I ask you maybe just the, I know you're giving us back, you know, the funding of the backlog at 25% over the next 12 months, but I apologize, I missed kind of the second part of your comments with, you know, subsequent to the next 12 months. It- You- Yeah, Robert, I think you had said in your question, can you give me an idea of what it looks like over the next three years? What I did was I said on the 54, you could expect 25% of that to materialize in 2022, and then you could expect the remainder of that to materialize across 2023 and 2024. That's where those implementations fall today. Okay. Great. Thank you for clarifying that. Yeah, of course. My pleasure. Our next question comes from the line of Chris with Piper Sandler. Please go ahead. Hey, good afternoon, Al. Thanks for taking my question. I just had one more about the backlog. Last quarter you quantified it at $81.7 million, and so this quarter, I think $54.4 million. Can we think of the difference as solely HSBC or do some of the other activities affected the backlog? Or I say solely, but mostly HSBC. Is that the right way to think about the change quarter-over-quarter of the backlog? Chris, that's a great question, thanks. I think I can help you, and I can provide some clarity. Yes, of course, HSBC is in it, but the truth of it is, it is also affected by the three installations I talked about that happened in the first quarter. That would negatively affect the backlog. It would drop down because we're materializing that. We would be really refilling that with the sales I just talked about in the first quarter. While HSBC was a large number, there was still a significant amount of revenue materialization and new revenue added back. It's the combination of those events that give you that delta. Okay. That's helpful. Thanks, Al. Of course. My pleasure, Chris. Our next question will come from the line of Michael Young with Truist Securities. Please go ahead. Hey, Al. Thanks for taking the question. Just wanted to touch on, you know, kind of with the pandemic subsiding, you know, it sounds like people are coming back to work more and more. Is that, you know, a tailwind to sales activity? Should we expect sort of an uptick in the pipeline building for new implementations all else equal, or any other color there would be helpful. Yeah, Michael, good question. I think we've been kind of fortunate. One of the things we were able to do during the pandemic is think about how to digitize our sales channel. We had some deals that I know my predecessor talked about that we closed almost completely remotely. I don't think it slowed down our ability to reach clients, but it did slow down, I think, decision-making in some level because people were wondering where they stood and what they could do with the pandemic. I think the bring back of people is not gonna be an accelerant of pipeline. These people have been working on that pipeline throughout the pandemic. We might begin to see people willing to make, at the client level, decisions a little bit quicker, but I can't tell you that I'm certain of that. As I think about implementations, I would give you the same answer. Our implementations as of March, the year of the pandemic, we went digital immediately. We have done almost all of our implementations in a fully remote environment. Now, what has benefited us is, as the pandemic has waned and people have gotten back into the office, we are making more and more client visits. I just think as you make client visits, the level of your intimacy improves, and as the level of your intimacy improves, opportunity should manifest itself. I don't think it's gonna change dramatically just because of people getting back to work. Okay, great. Then the last one, just maybe on pricing power. You know, we're seeing obviously a lot of inflation. I think that was mentioned in terms of, you know, upward pressure on personnel costs. Are you all able to get, you know, sort of pricing power within the contracts to kinda offset that impact? Or should we expect a little bit of margin compression as a result of kind of just core inflation pressure? I mean, I think as Dennis talked about. I think the labor markets are tight, so I think we will have some compression inside those numbers today. I don't think it will be dramatic. I do think we're able to. I don't know that I would call it in reaction to inflation. I think as we continue to advance our solution, we can sustain and improve our price points across it. I think it's a little hard to say it in a general term across all deals, Michael, just because each deal has a negotiation attached to it 'cause it's a multi-year contract. I think we'll be able to preserve and probably modify our price point positively. I don't think we'll have to succumb to any significant pressures there. Okay, great. Thanks. That's all for me. Okay. We have no further questions in queue. Okay, thanks. I'll pass it off to my friend, Phil. Phil, it's all yours. All right. Thanks, Al. Good afternoon, everyone. For the first quarter of 2022, revenues totaled $156.9 million, which was 15% higher as compared to our revenue in the first quarter of 2021. Profit for the first quarter of $58.1 million was 8.7% higher as compared to the first quarter of 2021. While profits were strong, they were impacted by increased hiring and labor expenses in operations, offset by increased revenue. Our margin of 37% for the segment is closer to our previously discussed margin expectations. Third-party asset balances at the end of the first quarter of 2022 were $895.2 billion, approximately $12.1 billion lower than the asset balances at the end of the fourth quarter of 2021. This increase is primarily due to market depreciation of $8.7 billion and net client funding of -$3.4 billion. In turning to market activity, during the first quarter of 2022, we had our highest sales quarter ever, with net new business events totaling $17.8 million, which are expected to generate net annualized recurring revenues of $17.1 million. In addition, we recontracted $7.5 million in recurring revenue. Highlights of these events include, in our alternative market unit, we signed a number of new names ranging from startups to large global managers, and our cross-sell strategy continues to resonate in robust sales to existing clients. SEI was also selected to provide fund administration for two multi-billion-dollar private equity firms. One was a self-administered firm and the other a takeaway from a competitor. Our traditional market unit propelled our record sales quarter, highlighted by one of the largest collective trust conversions in the industry. This win will make SEI the leading provider of third-party outsourcing services in the CIT industry based on collective trust assets. We also added business across all other product lines with new clients and expanded wallet share with many existing clients. In Europe, we continue to expand our ETF, private equity, and private debt businesses primarily through cross sales with existing clients. At the end of the first quarter, our backlog of sold but unfunded new business stands at $37.7 million. In summary, the business had another solid quarter with record sales, implementation of our backlog, and continued client delivery. We remain optimistic and excited about our strong growth prospects and our path forward. That concludes my prepared remarks, and I now will turn it over for any questions you may have. And once again, if you do have a question, please press one then zero at this time. Hello, in a few moments. We have no one in queue at this time. All right. Thank you very much. I guess you tuckered yourself out with Al and Ryan. Thank you. Okay. Next up, we have Wayne Withrow with the update on the advisor segment. Thanks, Phil. In the first quarter of 2022, we continued execution of our roadmap targeted at building great futures for our clients. Some of the pillars of our strategy were on display in the first quarter, highlighted by the following. Continued sales growth of curated external fee strategies offerings as the demand for investment personalization continues to grow. The rollout of our new collaboration platform powered by the Oranj technology continues on schedule. Our sales process continued to evolve, and we also named a new executive to take over the reins from a 34-year veteran. Numerical comparisons of our financial results to Q1 of 2021 are included in the press release. Color explaining some of those comparisons include first quarter revenues increased from Q1 2021 due to positive capital markets and positive net cash flow. These increases were partially offset by some shift into lower fee liquidity products and a small reduction in our basis point yield rate. Expenses were up, contributing to a decline in margins. Direct costs, including some advisor fees, are reflected in this increase. Investments in our internal digital sales technology and in the integration of our client-facing Oranj platform were also factors. Like others at SEI, investments in our personnel due both to growth and the tight labor markets were a factor. During the quarter, we had $1.3 billion in positive net cash flow. Of this total, nearly $1 billion was into our managed asset programs. In Q1, we recruited 81 new advisors and re-engaged 13 existing advisory firms. We have seen many of the re-engaged advisors from last year continue as advisors producing cash flow this year, validating our decision to direct some of our sales focus to this activity. Our pipeline of new and re-engaged advisors remained active. As we continue into 2022, we will focus on our goal of building great futures for all our clients. To this end, focus areas will be, first, to continue to enhance the client-facing components of our platform. Second, the creation of an industry-leading multi-channel sales process incorporating both digital and in-person components. Third, continued evolution of our investment offerings to enable mass personalization. Fourth, an enhanced focus on the pure RIA channel. We continue to make good progress, and I believe we are well positioned even with uncertain markets and global dynamics. I now welcome any questions you may have. Once again, if you do have a question, please press one then zero at this time. Our first question will come from the line of Robert Lee with KBW. Please go ahead. Thanks. Good afternoon, Wayne. How you doing? Good, Rob. Good. Just a quick question on, I guess, expenses. I mean, this expense was pretty similar to the fourth quarter, you know, but obviously, you know, up dramatically from where it had been kind of a year ago. Of course, there's inflation and wage pressure and presumably some increased travel and whatnot around as we move past, you know, the depths of COVID. You know, is there anything? What else should we think is in that? Should we think of this as really kind of a new base level with $60, you know, kind of mid-$64 range to work from? You know, make sure I'm not, you know, double-check that maybe there's not some other things that could be more transitory, you know, running through the expense base. Hey, Rob, I'm having trouble hearing you. Okay, I'll try this. On the expense levels, I'm just trying to get a better read. Is there anything that we should think of as being somewhat transitory, maybe new spending initiatives in the expense base? Or is this $64 million that's been in the last couple of quarters really, you know, kind of an all-in, you know, ongoing or? I'm just trying to see if there's any reason to think that the pace could moderate somewhat, you know, as we go forward. Yeah, I think the comments about expenses. I think the one item you need to keep in mind as we talk about a shift in some of our investment offerings. A major element here is when we sell internally managed mutual funds, a lot of the advisory fees are embedded in the revenue numbers. So the revenue number is net of the sub-advisory expenses. We go to more sub-advised accounts, whether it be by us or someone else. The P&L, the accounting is such that the sub-advisory expenses appear as a separate line item. So revenue growth will also contain expense growth because the revenue number is not net of those expenses. So I think that's the biggest item I think we need to be aware of going forward. Okay. Fair enough. Also just curious, you know, as the quarter progressed, you know, things obviously got more volatile and, you know, more negative in a way. Any color you have, if you're thinking about your new business trends, kind of the pattern as we got through the quarter that, you know, you started maybe besides some movement of cash, starting to see it impact, you know, new business activities as people kind of pulled back. Are you seeing anything like that at all? Sales going. Yeah. I'm catching some of it, Rob. I think if the question is sales, I mean, I think our sales activity is strong. I mean, we had a very strong new advisor quarter. I also think that when I look at the quarter, we had a very good quarter on sales to our existing advisors too. Advisors getting cash flow. In cash flow. I mean, I think that if that was your question, I mean, if we're experiencing a lot of positive growth, then I think that, you know, that trend is gonna continue, if that's your question. I mean, I apologize if it's not coming through clearly. I'm on a cell phone, so my apologies. I guess I'm just thinking really the pattern through the quarter, you know, as the environment maybe got more challenging or more volatile. What was the pattern? Yeah. As you got through March into April, are you kind of seeing the pace of activity moderate or change at all? Yeah. I think a lot of the when you look at sort of the interest rate inflation and then the Ukrainian war shock, I mean, I think we saw that go through the markets, and that kind of impacted flow. I think that's gonna stabilize some, but it's hard for me to kind of predict what's gonna happen. Okay. Fair enough. Thanks so much. Apologize for the garbled question, but thank you. No worries. Oh, we just had one queue up. It comes from the line of Michael Young with Truist Securities. Please go ahead. Hey, thanks for taking the question. Just wanted to ask, there's been a lot of news lately about potentially a competitor in the TAMP space, you know, potentially changing hands. I'm just curious, you know, maybe historically, when you've seen that take place kind of in the industry, is that a benefit to you guys in any way to kind of think through how that could impact your business segment specifically? Well, rather than kind of, you know, talk about it as is it a benefit or a detriment, I think if any time there's disruption, we like to call that money in motion. It's kind of our job to look at any disruption and money in motion as kind of an opportunity. What will happen? I don't know. You know, it's our job to kind of figure that out. Okay. I mean, do you do special marketing or should we expect any kind of ramp in any efforts, you know, if something like that were to happen where there is money in motion, so to speak? To be honest, I'm not really comfortable talking about sales tactics before I do them. Okay. All right, fair enough. For obvious reasons. Understood. That was all of the above. You'll find out when everybody else does. We have no further questions in queue at this time. All right. Thank you very much. I will now turn it over to Paul. Thanks, Wayne. Good afternoon, everyone. I'm gonna discuss the financial results for the first quarter of 2022. First quarter of 2022 revenue of $86.8 million increased 3% compared to the first quarter of 2021. Operating profits for the first quarter of 2022 were $41.5 million and decreased 9% compared to the first quarter of 2021. Revenue increase was driven by full quarter revenue contribution from Novus and Atlas, offset by net client losses. Operating profit was negatively impacted by operating and amortization expenses from Novus and Atlas and higher compensation expenses. Operating margin for the quarter was 48%. Quarter-end asset balances of $94.2 billion reflect a $5.1 billion decrease versus the first quarter of 2021. This was due to net client losses. OCIO net sales events for the first quarter were -$4 billion. Gross sales were $800 million, and client losses totaled $4.8 billion. First quarter new sales were diversified across U.S. endowment and foundations, U.K. fiduciary management, and healthcare. SEI Novus had three new sales in the quarter. The client losses for the quarter were predominantly due to unsuccessful client rebids, a DB termination, and a merger of a long-standing healthcare client into a very large health systems. We continue to see client rebids as the OCIO marketplace is very competitive. These rebids provide near-term headwinds. The unfunded client backlog of gross sales at quarter end was $695 million. For the year, we are focused on stabilizing our client base, distinguishing our OCIO solution, selling new OCIO and U.K. master trust relationships, and selling our enhanced ECIO proposition powered by SEI Novus. Thank you very much, and I'm happy to entertain any questions that you have. Our first question will come from Ryan Kenny, Morgan Stanley. Please go ahead. Hi, good afternoon. Hi, Ryan. I'm wondering if you could update us on how material the current interest rate outlook is for your business? At the end of last year, the 10-year yield was at 1.5%, and now it's quickly approaching 3%. Just wondering, how does that impact the funding status of your DB plans and how big of an impact do you think that translates to revenues? Yeah, as it relates to revenues, it doesn't really impact the revenues that much because we have a segregated fee for our OCIO relationships. Now, with respect to funded status, we have seen a little bit of a tick up with regard to funded status. With that said, Ryan, most of the clients that are on a termination path or have made a decision to close their defined benefit plan, part or most of the portfolio is defeased with long duration fixed income. As the interest rates go up, the liabilities come down, as we know, but also, the assets come down because the assets are there to in essence immunize part of the portfolio. It hasn't really materially changed the funded status, which is why you have a LDI portfolio, which is why when rates go down, it was a protection strategy. Really what comes into play is whether a company has the cash and the wherewithal to wanna kinda close out that deficit between where the assets are and where the liabilities are. We still see most do not wanna do that. They might curtail part of it. I don't think it's really changed the position that dramatically, even though with interest rates rising. Thanks. That's helpful. Thank you. Thank you. Next, we'll go to Robert Lee with KBW. Please go ahead. Great, thanks. Just a real quick question, Paul. I think I just missed what the net new client fundings were in the quarter, and I apologize if I had you repeat it, but I just missed it. Yeah, you're really making me look bad here, Robert. Sorry. The gross sales were $800 million. The losses were $4.8 billion. The net was a negative $4 billion. Okay, thanks. You know, can you maybe this really quickly, maybe you touched on it, but on the competitive environment, you know, we talked about kind of the increased competition in the OCIO market, and you're obviously trying to diversify away from that. But I know if you look at it today, is any signs of just given market weakness, volatility that's in any way changing the competitive, maybe it's too early, but changing the competitive dynamics, you know, some of the smaller players have fewer resources to compete. Just trying to get an updated sense of the, you know, competitive environment. Sure. I mean, it's still a large number of competitors. Some are very large. We're safely in the top 10 as far as OCIO assets under management. We would think there's gonna be strain on the lower size ones, the ones that are less than $25 billion who may not have scale and leverage, especially as clients diversify and get more into alternative investments. One of the beauties of the Novus transaction, in addition to its unbelievable capability of powering our ECIO solution, is we're using that technology as the OCIO firm and showcasing some of their advanced analytics to more sophisticated OCIO clients. That, in its early days, has already been a point of differentiation of showing a very advanced capability look through transparency, detailed reporting that we think is differentiated versus what other OCIO firms. The Novus transaction really, we think, will benefit us two ways, not only on the ECIO front, which I've mentioned before, but also on these larger, more competitive OCIO deals, which are very important to us. Great. Thanks for taking my question. No problem, Robert. We have no further questions in queue. Great. I'd like to turn the call back over to Al West. Ladies and gentlemen, we're excited about Ryan. He's gonna do a great job. For me, it's bittersweet. Since going public in 1981, some 41 years ago, I have been involved in the quarterly analyst call, a total of 164 times. Enough is enough. In my new role for me, Executive Chairman, I'll see you at Strategy Days and on your visits at SEI. I look forward to it. I wanna thank you for attending our 164th quarterly call, and have a good day. Thank you. Ladies and gentlemen, that does conclude today's conference. I'd like to thank you for your participation. You may now disconnect.