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Summary: Two advisory firms can have nearly identical revenue and assets under management. Yet if one structures its business in specific, strategic ways, it can command more than twice the valuation of a lifestyle-oriented practice — even if the other firm is larger.
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Summary: Defining the “culture” of an advisory firm is important, yes, but turning those vague impulses into what RIA compensation consultant Kelli Cruz calls a “core competency” requires not just hiring the right people, but also compensating them in ways that meet the firm’s needs as well as those of the employee. Not surprising, it’s where most principals of growing firms stumble.
Added on November 2017 in M&A Issues
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Summary: CHICAGO - Two advisory firms can have nearly identical revenue and assets under management. Yet if one structures its business in specific, strategic ways, it can command more than twice the valuation of a lifestyle-oriented practice — even if the other firm is larger.
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Summary: No matter how dire some predictions are for small financial advisory firms, clients still prefer to trust humans rather than machines or software, which is likely to keep an important role for the human advisor.
Added on November 2017 in M&A Issues
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Summary: Financial advisers looking to catch a ride on the consolidation wave by putting their firm up for sale should be open to the reality that valuations are often more art than science.
