By Wendy Leung – It’s interesting how some of the most basic principles of business planning often end up at the bottom of so many advisors’ lists. No doubt, the hectic day-to-day schedule of working on “Plan A” can make it difficult to carve out the time to even consider an alternate plan for the future—that is, a “Plan B”.
By Wendy Leung – Succession planning has become a hot topic, driven by an aging advisor population and the anticipated wave of retirements coming in the next decade. Planning for one’s next chapter is the best way to ensure the legacy an advisor has worked so hard to build can continue well into the future.
By Wendy Leung – We often talk about the evolution of the industry landscape and new models born as a result. With all the changes taking place, the way in which advisors conducted business transformed as well. As solo practices gave way to teams, advisors gained significant advantages in building their businesses, but also inadvertently strengthened the ties that bound them to their firms.
By Wendy Leung – With yet another high-profile termination of a multi-billion dollar advisor (referring to last week’s dismissal of Merrill’s $3-billion Chicago superstar), it becomes clearer that Barron’s ranking, status and length of service at a firm, star power and size of business are no longer the guarantors of job security. Here are 7 things every advisor needs to know—regardless of whether you feel secure at your firm or not
Succession Planning: How 2 Independent Advisors Found Continuity – and Growth – Through Different Channels
By Wendy Leung – As business owners, independent advisors need to have well-crafted business plans for today, with clear visions and strategies for tomorrow. Yet preparing for “tomorrow” means ensuring the continuity of the business that they spent their life’s work building and for the clients who have grown to rely upon them.
By Wendy Leung – As recruiters, we talk with hundreds of advisors each month, the majority of whom tell us that they are very happy and have no intention of making a move. Yet, often these same advisors share multiple frustrations that they have made peace with over time: Bureaucracy that breeds inefficiency, problems with client service, platform limitations and reductions in compensation often top the list. So what’s keeping these advisors in their seats?
By Wendy Leung – It is undeniable that M&A in the RIA space is heating up and not only are the number of deals increasing but the size of the average deal is also rising. What is behind this trend? Why are independent business owners merging their firms into larger enterprises? The answer is that “scale matters” and real benefits can be derived from merging a smaller independent firm into an enterprise level independent organization.
By Wendy Leung – As the wealth management landscape evolves, we continue to watch a steady stream of top advisors leave the traditional wirehouse space for independent RIA models. Although independence invariably gives these advisors greater freedom, flexibility and control, we also need to ask the question, “What’s in it for their clients?”
By Wendy Leung – Regional firms may be the answer for advisors seeking to minimize bureaucracy and gain greater control over their business.
By Wendy Leung – All of the major wirehouses have established sunset programs which allow an advisor to monetize the business at retirement. Unfortunately, these programs typically permit little customization and contain provisions which tie the business to the firm.
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