Added on August 2018 in Form an RIA
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Summary: If you have picked the right connections to begin with they will do it every time, and if the person you want to work with gets contacted by 2 or 3 respected contacts, the opportunity door is wide open.
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Summary: We have an interesting situation evolving at our advisory firm. We are about 40 people and just last year we finally hired someone in an HR role. She is in charge of some operations areas but her primary responsibility is supposed to be HR. She has two junior people working for her in support roles – they are mostly supposed to be ops/client service but they get involved in HR activities too.
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Summary: Often when advisers meet with clients or prospects, they spend the majority of the time discussing portfolio construction, risk-adjusted rates of return and other minutiae that make the average person's eyes glaze over. Since technology has allowed much of that work to be automated and almost commoditized, advisers are likely much better off using meeting time getting to know their clients on a more personal level. Understanding what actually motivates the client can help advisers provide real and meaningful advice to help them meet their long-term personal and financial goals.
Added on August 2018 in Join an RIA
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Summary: Many jobs that are offered to aspiring advisors require them to generate clients from zero. And most entry-level jobs involve selling something very different than a person’s time or expertise: namely, a company’s products and solutions.
Added on August 2018 in Form an RIA
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Summary: Amid all the excitement about the potential uses of artificial intelligence in financial advice, there is still a lot of uncertainty about how this new technology will fit into the existing regulatory framework governing financial services firms.
