While active funds in the equity space have a lot of underperformance to answer for, less efficient markets in fixed income might be fertile ground for richer opportunities.
Instead of an "everything to everyone" game plan, focusing on selected groups can lead to more targeted and effective growth efforts.
A profession in crisis: Without an effective, industry-wide effort to attract new planners, we risk falling short of the growing demand for financial advice.
With lower barriers to production and innovative new elements, video could be the catalyst for advisors to press play on their firm's digital strategy.
With volatility and economic uncertainty swirling, advisors would do well to consider a formal framework for empathetic and steadying discussions.
For all the debate around PE backing, firms that have outside support can have greater opportunities to fulfill clients' needs.
Having an intentional culture strategy, driven by members of the team themselves, could pay dividends for morale, performance, and talent recruitment.
For advisors struggling under the weight of their tech stacks, creating a seamless approach to ingest, translate, store, and synchronize data can be the key to growth and client satisfaction.
To improve the industry's middle-of-the-pack ranking in client trust, firms must work harder to understand the belief systems, core needs, and values driving different stakeholder groups.
Sound guidance from financial advisors and brokers – whether fiduciary or best interest – may be increasingly important.
For those seeking international exposure amid economic uncertainty, understanding the impact of the US dollar's strength over other currencies is more important than ever.
Younger heirs may “be more dubious about forming traditional client-advisor relationships, having grown up with different expectations about financial guidance”.
With targeted "comfort calls" and strategically automated follow-ups, advisors who leverage their CRM systems effectively can show up when clients need them most.
Key ingredients to get the most out of staff meetings away from the office.
The wealth management business has fallen in line with President Trump's anti-DEI stance, and it’s appalling.
As painful as prospecting can be for the majority of advisors, it's an unavoidable factor in any firm's organic growth equation.
Rather than cold calling for new clients, advisors should explore opportunities to oversee a bigger chunk of their existing clients' wealth and income planning.
Rather than a quick exit, advisor-owners who plan mergers, acquisitions, or the sale of their practice in advance – and stay to steady the ship for years after – can expect the most upside for all parties.
Advisors working at the highest wealth levels do three things differently to show their value and stand out.
Advisors who think investment services and basic financial planning will let them thrive for another 10 years are in for a rude awakening.
