By Barbara Herman, AdvisorHub.com – When firms become more explicit about their priorities, growth expectations, and ideal advisor profile, it creates a pivotal moment for advisors to evaluate alignment, control, and the future they want to build for their business and clients.
By Barbra Herman – Part two of the series “UBS at a Crossroads” explores the possible outcomes and implications for UBS advisors and their businesses.
By Barbara Herman – Despite its global prestige and competitive platform, advisors are voicing concern over the firm’s direction—and quietly wondering what comes next.
By Barbara Herman & Joshua Tomolak, FAMag.com – It’s difficult not to share important and exciting information—but news of your move leaking prematurely can turn manageable challenges into catastrophes.
By Barbara Herman, AdvisorHub.com – The industry’s top advisors, even long-tenured folks with spotless records, are often surprised to land in their firm’s crosshairs. Here are 10 questions that can help limit exposure.
By Barbra Herman – UBS advisors describe a culture defined by wins and losses—and they are asking tough questions about what the future holds.
By Barbra Herman, InvestmentNews – When considering a move, it’s critical to strike the right balance between satisfying specific, objective criteria for immediate needs while taking a wider perspective of longer-term goals and shared values.
By Barbara Herman, InvestmentNews – With so much movement by top advisors, even diehard Merrill folks, who have been the industry’s most loyal over the years, are asking: “Why are so many people moving and what am I missing by staying?”
By Barbara Herman, ThinkAdvisor.com – The desire for greater control and flexibility has become the single most powerful driver of advisor movement and change. This concept of “wanting greater agency over their business lives” cuts across all business models and has never been more prevalent.
By Barbara Herman, WealthManagement.com – In this industry, due diligence is customarily thought of as exploration in search of a destination. But what if exploration had value in its own right—separate from finding a new home and irrespective of the outcome? What if exploration was also a “thought process”—an opportunity to revisit goals and priorities, to reassess important aspects of the business and test assumptions?
