For some advisers, small is not only beautiful — it is profitable, too
Scrutiny over whether broker-dealer representatives are employees or independent contractors is heating up again in California as a bill works its way through the state Legislature that would punish firms for willful misclassification
BondWorks already in beta with 20K customers; new wealth management platform three years in the making
With so much attention focused on baby boomers, it is easy to forget about the investment needs of the tens of millions of members of Generation X (roughly 34 to 45 years old) and Generation Y (16 to 33). It turns out that these younger investors aren't confident about investing, and more than half think that working with a financial adviser isn't worth the cost, a recent study found.
J.D. Power & Associates asked customers to rank their satisfaction with their investment advice firm. Who ended up on top? You'll be surprised.
After five years, financial advisory firms move from the startup stage to adolescence, where they are faced with decisions that could affect their business for the next 20 years.
Limiting the size of their practices allows them to devote more time to clients
Mobile program allows for document and content management while away from the office
Latest model to be released in September, sources say; better camera, faster chip
Three years after Bank of America rescued Merrill Lynch, BofA has hit a serious rough patch. Concerns about the bank's mortgage portfolio have welled up again. This week, those concerns drove the bank's stock price below $11. In 2006, it was at $55. The question: what do Merrill brokers make of all this?
As regulators take their own sweet time coming up with guidelines for social media, the marketplace is coming up with its own solutions for financial advisers
Newbridge Securities to pay $850,000 as part of class action settlement
A majority of surveyed global wealth-management execs said their clients aren't satisfied these days. Indeed, one industry adviser says many clients 'expect a lot more and tolerate a lot less.'
After five years, financial advisory firms move from the startup stage to adolescence, where they are faced with decisions that could affect their business for the next 20 years.
The road to success for advisers may be paved with small gifts and “thank you” notes.
David Blain's practice was five years old when he realized it was time to turn it from a one-man band into a quartet.
When David Marotta started his advisory practice in 2000, he was tempted to get involved with the design of its website and the deployment of software and computer resources for the office.
Sheila Chesney can tie her practice's evolution directly to technological advancements that brought her from using her phone and e-mail as primary forms of communication to video calling.
In many ways, expanding an advisory business is like dating. Similar to the way people turn to friends to set them up, some financial advisers, such as Eliot Weissberg, have relied on local professionals to help recruit clients.
Financial advisers, whether solo practitioners or members of a multiperson firm, need to think regularly about whether their technology is keeping pace with their business needs.
