Displaying items by tag: advisors

Retaining top financial advisors is crucial for building a competitive wealth business, and many advisors wonder what they should consider before switching firms while firms consider what it takes to retain key talent. Beyond recruitment, retention significantly impacts the success of wealth management firms by maintaining high-performing advisors and increasing their productivity. 

Advisors should emphasize the importance of integrated technology solutions to enhance efficiency and productivity, making it more compelling for an advisor to stay. It’s critical that your firm understands and addresses your needs through improved technology and flexible work options which can help aid you in being more productive with clients. 

The role of advanced, seamlessly integrated technology platforms is highlighted as a key factor in retaining advisors by boosting their client service capabilities and overall satisfaction.

Finsum: Advisors should consider the total package before changing firms and technology is one of the most critical ways a firm can assist your productivity. 

Advisors are constantly looking for the latest tools that can help them manage their practice more efficiently without giving up returns in exchange. With the rapid developments in model portfolios, the technology is finally there to deliver the aforementioned goals in a timely manner. 

Utilizing these models helps advisors draw on institutional expertise while still customizing to address each client's unique needs, ensuring a consistent experience for all clients. This strategy combines the benefits of professional research with the advisor’s ability to manage and optimize portfolios, facilitating both improved performance and efficient firm scaling. 

By employing technology for asset research and replacement, advisors can integrate customization, allowing them to dedicate more time to client relationships and business growth.

Finsum: This efficiency gained by streamlining portfolio construction allows advisors to improve their relationships with clients. 

Wealth managers rely on platforms such as broker/dealers and custodians, and over two-thirds have considered switching their current arrangements, though only 17.1% are actively planning to make changes by 2025 or 2026. 

More successful wealth managers are actually more likely to switch for better operational and business support. Key factors influencing platform choice include financial arrangements, operational support quality, and business development assistance, while personal relationships are less influential. 

Efficiency and negotiating favorable financial terms are critical, as is the ability to find ideal clients through referrals. Wealth managers should critically evaluate the claims of platforms, especially regarding business development support programs. Despite interest in changing platforms, inertia and other demands may prevent many from following through.

Finsum: While the relationship isn’t causal its worth pointing out that higher networth advisors are more active in thinking about their future relationships with their broker dealers.

Summit Financial was founded in 1982 as an independent firm. Over the last 4 years, assets under management grew from $3 billion to over $10 billion as it aggressively recruited talent from wirehouses and other firms. Ed Friedman, the director of business development and growth at Summit, shared some insights on what has driven the firm’s recent success.

The biggest factor is creating a culture that allows advisors to be fiduciaries, grow their own businesses, and have a meaningful stake in the firm’s long-term success. Friedman stresses that clients are ultimately loyal to an advisor and not a company. 

Additionally, advisors at independent firms have more control over their destinies. In contrast, an advisor's fate at a wirehouse or larger institution can be affected by unrelated factors. For instance, many brokers at Merrill Lynch had their equity wiped out in 2008 when it had to be bailed out by Bank of America. Similarly, advisors at First Republic were impacted by the crisis last year, despite the wealth management unit’s strength. 

Friedman also attributes the acceleration in growth to bringing in professional management. This has allowed advisors to focus on clients, prospecting, and financial planning, while other matters such as compliance, backoffice tasks, and administration are handled by the firm. 

Finsum: Summit Financial is more than 40 years old. Yet, the RIA’s growth has exploded in recent years as it has brought in professional management and found success with its independent-hybrid model. 

There have been constant rumors swirling that UBS intends to sell its US wealth management unit. In part, it’s due to the bank’s North American wealth management unit delivering lower returns than its peers and UBS’ wealth management units in other geographies. 

Another factor is that European regulators are reportedly looking to impose increased capital requirements for banks with foreign subsidiaries. The unit has also been underperforming, with profit declining by 31% in Q1 and its cost-to-income ratio more than 20% above UBS’ other geographies. Advisor headcount also declined from 6,147 to 6,079. 

During UBS’ Q1 earnings report, CEO Sergio Ermotti dismissed reports that a sale was on the horizon despite these challenges. He sees a presence in North American wealth management as integral to UBS’ ambitions of being a global bank, adding that “shrinking back to greatness is not a strategy.”

Instead, UBS plans to keep investing in its North American wealth management business, identifying it as a ‘key… growth market’. It believes that over the next 3 years, UBS can shrink the profitability gap with its competitors. Part of its growth strategy is to more aggressively refer investment banking customers to wealth management. 

Finsum: Despite middling results from its North American wealth management unit, UBS dismissed speculation that the unit could be sold. Instead, it plans to invest in the unit and hopes to narrow the profitability gap with peers over the next 3 years.