Displaying items by tag: advisor

In recent years, third party model portfolios, of course, have experienced stunning growth, according to wisdomtree.com.

But – and isn’t there often one? – their ability to leverage the models in their practice have been questioned by advisors.

Tapping into insights complied from the WisdomTree Third-Party Model Portfolios Research Study, concerns among advisors include wondering which of their clients are a good fit for third-party models. 

An idea: kick things off with clientele who especially take to third party models.

By tapping model portfolios, advisors can expend more time on activities that involve direct interaction with clients, according to ssga.com. It goes a long way toward bucking up their satisfaction and “wallet share growth.”

The management of portfolios, a gaggle of advisors continue to believe, is at the core of their value. Then there’s the cold reality: the upside of specialized expertise is burgeoning among individual investors. In dispensing comprehensive advice, it’s paramount for advisors to maintain a degree of knowledge across a range of topics. That impacts the time they can invest in activities revolving around the portfolio.

A financial advisor succession plan? It’s a component, of course, of a strategy to pass the baton of a practice to another advisor. Long and short term planning’s typically is part of the plan, according to assetmark.com.

It could be that one component of the plan is the outright sale – internally or externally -- of the business. Or you might add a junior advisor as your successor down the road or pass it to a family member.

Face it: a retirement plan’s a big time consideration for independent financial professionals and, often, comes down to them establishing a succession plan for their business. 

A trio of benefits stemming from proactive succession planning include: 

Peace of Mind

A succession plan to add to the value of your business and enhance its marketability and:

Provide you an opportunity to prepare next generation advisors

Organizations; yes, they get it. Succession planning’s nothing to poo poo at. That said, when it comes to pulling it off well, it’s a different story, according to delotitte.com.

It takes having the right leaders doing the right jobs at, you’ve got it, the right time, as most organizations recognized years ago. Even so, not many of those very companies have managed to be  proactive, not to mention, disciplined, about carrying out succession planning processes that strike gold, the site continued.

The model target segment, it seems, get around. Even without an Uber app. It goes like this: the segment represents 26% of industry advisor asset, with advisors checking in at 46% and advisory practices, 61%, according to fundssociety.com. Yep; spreading the wealth, so to speak.

So, what’s the draw? Well…if you have to ask. That said, if you do, tax efficiency’s among the headline requests for financial advisors deep diving the upside of the portfolios. Particularly noteworthy; 60% of model providers report receiving at least some requests from advisors surrounding this objective.

“This aligns with a broader industry trend regarding the importance of effective tax management as a way to add value to client portfolios,” says Matt Apkarian, associate director. “Advisors want to be able to effectively tax-loss harvest, and to be able to reduce the tax impact of changing investment solutions.”

What’s more, the popularity of model portfolio’s isn’t hightailing it out of doge anytime soon. Along those lines, the clients of advisors should keep an eye on the mail. Eighty two will be the recipients of targeted or comprehensive financial planning services by next year, according to napa-net.org.

Merrill Lynch has landed a San Franciso-based financial advisor from Morgan Stanley. Nandi Gunning, who managed $430 million at Morgan, joined Merrill Lynch’s private wealth management business, which caters to high-net-worth clients. According to the firm, the former CMW Group is now the CWMG Group with the addition of Gunning. The team includes advisors Anthony Canini, John Myers, and Andrew Wages. The CWMG Group also includes five support staff and is based in San Francisco and Columbus, Ohio. It oversees $2.5 billion in total. Gunning got her start at Morgan in 2014. She was drawn toward Merrill’s capabilities in banking, lending, and trust offerings. She also liked the idea of switching from running her own practice to working on a team. As part of a statement, she wrote, “While everyone has unique gifts, the power of teams is bringing together individual skills and talents, diverse perspectives, and vast experience to serve a common purpose. Diverse teams have a broader, more comprehensive view, and the more perspectives the better.” Merrill had previously landed a $1 billion team from Citi earlier in the month.

Finsum:Morgan Stanley advisor jumps ship to Merrill, drawn by the firm’s banking, lending, and trust offerings and the chance to work as part of a team.

Thought Taylor Swift was all the rage? Okay; fair enough, especially if you ask Ticketmaster.

But she’s going to have to scoot over. In the financial industry, succession planning’s become all that and more, according to diamond-consultaants.com. Not only that, when it comes to the movement of advisors its propelled into a primary driver.

Programs like Merrill’s CTP (Client Transition Program), Morgan Stanley’s FAP (Former Advisor Program), and UBS’s ALFA (Aspiring Legacy Financial Advisor) Program, have been formulated by most wealth management firms. As a result, senior advisors can call it a day in place and the next gen, over time, can assume the reins of the business.

With succession planning, of course, employees are recruited and developed, according to corporatefinanceinstitute.com. The intent: to fill a role – a key one, at that – with an organization. What it does is rachet up the availability of employees who’ve not only been around the block, but competent, to boot. They’re up to the task of supplanting members of the old guard who’ve oh, say, left, retired or passed away.

Succession planning circumvents the potential of creating a hole in leadership in the aftermath of a retirement or departure of an organization’s senior officer.