Displaying items by tag: advisors

A new Northwestern Mutual study shows that while Americans are experimenting with AI in daily life and at work, most remain hesitant to rely on it for something as personal as financial planning. 

More than half of respondents said they trust human advisors over AI for tasks like retirement planning and portfolio management, with only a small fraction willing to put that responsibility in the hands of algorithms. The survey underscores that money decisions are not purely analytical but tied to life goals, emotions, and family priorities—areas where people value empathy and nuance. 

At the same time, nearly half of Americans say they are comfortable with financial advisors using AI behind the scenes, particularly younger generations who see technology as a natural extension of expertise. Gen Z and millennials, in particular, were more open to advisors who integrate AI into their practice, compared to Gen X and baby boomers. 

Finsum: Americans want the best of both worlds: the efficiency and insights that AI can provide, paired with the judgment and human connection of a trusted financial advisor.

Financial advisors often focus on younger investors, but women over 60 are becoming a powerful and growing segment of primary asset holders. Many acquire wealth through widowhood, divorce, or lifelong independence, and they bring unique priorities to financial planning, including legacy, caregiving roles, and family impact. 

According to Jen Hollers of LPL Financial, these women value personalized, relationship-based advice and often seek to align their financial decisions with personal values rather than focusing only on performance. 

A challenge for advisors is that many older women are new to active wealth management, having been excluded from earlier financial conversations, and may feel overwhelmed when suddenly in charge. Hollers urges advisors to lead with listening, avoid jargon, and embrace a holistic model that blends estate planning, family dynamics, and legacy goals into a cohesive plan. 

Finsum: By fostering transparency, empathy, and family involvement, advisors can help ensure these clients’ intentions are honored while also building lasting relationships with the next generation.

Raymond James Financial, long a leader in recruiting advisors from rival firms, is experiencing its strongest hiring momentum since the 2008–2009 financial crisis. With the stock market rebounding after tariff-related uncertainty earlier this year, the firm is benefiting from a robust recruiting pipeline and high advisor commitments. 

CEO Paul Shoukry noted that current activity levels rival the post-crisis surge, but with larger, more established teams now seeking the firm as a stable home. In the June quarter, Raymond James reported $11.7 billion in net new domestic assets, translating to a 3.4% annualized growth rate, with activity accelerating into the high single digits last month. 

Industry disruption, including LPL Financial’s acquisition of Commonwealth Financial Network, has created new recruiting opportunities that Raymond James is actively pursuing. 

Finsum: Advisors are looking to technical features firms can offer, so be sure to examine the whole package when picking a firm. 

Starting your own registered investment advisory (RIA) firm can be a rewarding move, especially amid a booming millennial client base and the $124 trillion wealth transfer underway. Advisors should begin by clarifying their personal and professional goals, then build a strong support team, including legal, compliance, tax, and marketing professionals, to ensure a smooth transition. 

It’s also essential to prioritize time wisely, balancing firm operations with client service and determining whether to outsource areas like investment management. Crafting an efficient tech stack is another foundational step, with core platforms for custody, CRM, portfolio management, and financial planning needed to streamline operations. 

Transitioning clients to the new firm must be handled carefully, ideally with legal guidance and a clear plan for targeting the ideal clientele. 

Finsum: With strategic planning and the right infrastructure, advisors can build scalable, client-centric RIAs ready to serve a changing generation of investors.

Only about 6% of advisors planning to retire within the next ten years have a fully documented succession plan in place. While most first‑generation (G1) advisors express confidence about their transition, many feel reluctant to relinquish control, with 58% admitting they struggle to hand over leadership functions.

 On the other hand, successors (G2 advisors) often report uncertainty about timelines and compensation, and roughly one in three say they would consider leaving if the succession path remains vague. 

To bridge the gap, the study identifies three pillars essential for successful transitions: transparency, training, and tangible, documented leadership plans. Equity incentives also matter: fewer than half of G1 advisors have transferred any ownership stake, which fuels G2 turnover risk when their compensation lacks clarity. 

Finsum: Ultimately, without structured alignment between retiring firm owners and their successors, firms face elevated risks of client attrition, fractured continuity, and erosion of enterprise value.