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Summary: I admit it. I didn’t get it for a long time. There I was, working in-house at advisor firms, putting out RFPs to marketing agencies and consultants as part of my daily job responsibilities. The proposals would come back. I’d review them, cheerfully nodding at all the big promises, all the corporate happy talk.
Added on December 2016 in Form an RIA
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Summary: Operational efficiencies in these areas enable your business to do what it does best better, while also growing in a scalable manner. So a key question your firm needs to answer is: will the technology solution for processing and compliance be a platform system or a point system?
Added on December 2016 in Join an RIA
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Summary: The most stressful time for an advisor who’s thinking about leaving their firm is the time “in between”—that is, the time between deciding it’s time to go and actually making the leap.
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Summary: Growing an advisory firm today requires more than just attracting more clients and managing more of their assets. Without a talented second string of junior advisors to take over for departing leaders, a firm’s current clients could find they are suddenly DIY investors, without the education, experience or inclination to take on managing their wealth.
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Summary: Technology continues to be a pressing issue for advisors and the RIA custodians who serve them. Advisors face a host of challenges today. They face cybersecurity problems, complying with the DOL’s fiduciary rule and competition from robo-advisors. At the same time, they must improve their clients’ experience, improve their own efficiency, integrate technology into their business and scale for growth. Every single one of these issues is either directly or indirectly linked to technology.
