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Summary: Internal succession continues to be the preferred succession plan. One of the country’s largest RIAs, Ronald Blue and Co created a company culture and a succession plan which requires the firm to value the whole over its parts. In other words, the group mindset has to be that the endurance of the firm is more important than the immediate prosperity of the individual advisor.
Added on June 2013 in M&A Issues
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Summary: Rebecca Pomering has spent much of her career guiding RIA mergers. But the failure of the Moss Adams-Rowling Dold merger was proof that even the best looking ones can experience unanticipated pitfalls. Rowling did not like the transition to having less control and less of a leadership role. It’s the intangibles that often determine whether the merger will be successful or not; sometimes RIAs just need to take the leap of faith and agree to some give and take.
Added on April 2013 in M&A Issues
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Added on April 2013 in Form an RIA
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Summary: RIA in a Box gives a brief look at why and how you would form your own RIA in the current advisory environment. A hint: it's not as hard as you think.
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Summary: At Fidelity’s workshop, Realizing the Value in Your Firm, Fidelity takes a holistic approach to getting advisors to think about succession. They encourage the advisor to lift their gaze above their present practice and envision their life after their practice has transitioned. With a point on the horizon to head towards, Fidelity guides the advisors through the practice management steps towards succession planning.
