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Summary: A recent ABA Formal Opinion 507 addresses office sharing arrangements, which are becoming more common post-COVID. More virtual offices mean that law practices don’t need “brick and mortal” office space (that is, space owned or rented by the firm) just for themselves. Instead, two or more law practices share certain common office facilities, overhead expenses (for example, rent, furniture, equipment and even utilities) and perhaps support staff (for example, a common receptionist, office assistants and perhaps paralegals)
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Summary: Financial advisors have shown almost unanimous support for using financial technology products for key elements of their working week. A poll of more than 800 advisors across the U.S. shows that 95% reported using fintech for processes such as trading and clearing, portfolio rebalancing and investment analytics.
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Summary: Three initial advisor-provided client experiences can set in motion the “human-centric” aspect of financial planning.
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Summary: People often ask us – what makes an elite team “elite.” Put simply, they live in a constant state of self-improvement, making seemingly small changes to the way they attract and service affluent clients. For example, an elite team might decide that all new clients should get a technology walkthrough to help them understand the tools at their disposal. This is a small adjustment, but one of many they’ll make this year. Over time, this creates a competitive advantage.
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Summary: Incubating those investors who will be wealthy some day is an important role for firms of all sizes, according to a panel of experts speaking at the Invest In Women conference held by Financial Advisor magazine in Atlanta last week.
