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Summary: When new prospects comes into Chicago planning firm RMB Capital Management, a team is assigned right away to review family issues such as estate planning and life insurance.That's because generational wealth transfer issues are so critical for both clients and advisors, says CEO Richard Burridge, that advisors should begin such discussions early.
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Summary: Fifteen years ago, financial advisor Ron Carson posed a question to his advisory council of clients—a group he had previously organized to serve as consultants for the advisory practice he launched in 1987. "I asked them, 'If I died tomorrow, would [you] stay with my firm?'" he recalled. "All but one said they'd likely be gone within six months."
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Summary: A friend of mine recently passed the Series 7, completed his brokerage firm's training program, and became a full-fledged investment rep. Through a combination of hard work and good, old-fashioned luck, he immediately stumbled across a massive wealth-management opportunity.
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Summary: A majority of employees at advisory firms — both professional and nonprofessional — now receive a combination of base salary and incentive pay, industry studies find. But firms don’t seem to be satisfied with their pay packages and, at my consulting firm, the most highly requested engagement is for designing (or, more commonly, redesigning) incentive compensation.
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Summary: Even the name robo-advisor is derisive. It creates an image of uncaring, lack of humanity and inflexibility. It is the term that is now being broadly used by advisors to describe the new breed of technical startups (upstarts) that directly connect a technical-savvy investor with a suite of analytic tools that allow them to create their own financial plan or investment portfolio. A name this disparaging shows that advisors have some fear of this new model of financial advice.
