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Summary: I am a financial planner with almost a decade of experience, ultimately looking for an opportunity to work "on" the profession of financial planning rather than "in" the profession. In the short-run, I am happy to be an advisor and continue to hone my craft. In the long-run, I hope to elevate beyond typical client work and increase my potential impact to the firm and the profession.
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Summary: When succession planning is on the horizon, how does the owner of a planning firm transfer the mantle of trust to their future successor? Financial advice, after all, is very personal. We know our clients' goals, financial successes and mistakes, family joys and upheavals — and sometimes even the dark skeletons in their closets. The relationship takes time to build and years of showing up when the client needs help.
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Summary: I realize that each generation has its own style and terminology and each has their way they think things are right or not, but we are serving largely an older population. Like many advisory firms, a great deal of our client base is retired and over 65 years old. Some of them don’t even hear that well. I will often hear “Lisa” on the phone saying “hello? Hello?” a couple of times. My suspicion is that the caller is stunned they are not hearing more of a welcome when someone answers.
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Summary: Despite the return of market volatility, when it comes to independent financial advisor transactions, it continues to be a seller’s market, with buyers continuing to outstrip sellers by a wide margin.
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Summary: Our firm is running full tilt and has been growing significantly over the last few years. Our founder has been personally involved in every single hire we’ve made from our inception 14 years ago. Our growth has forced us to hire people perhaps a bit more quickly than we would have preferred, but we haven’t had much choice because our workload is growing exponentially.
