Displaying items by tag: advisors

In a piece for AdvisorHub, Karmen Alexander covers the latest developments in First Republic’s wealth management unit following the regional bank’s bankruptcy. The majority of the beleaguered bank’s assets were acquired by JPMorgan, but many of its financial advisors are choosing to move to new firms. 

Overall, the general trend seems to be that the advisors with the most assets are moving to an independent model. One exception is Mark Alibrandi and Stephen Alibrandi who are joining UBS’ Private WEalth Management unit, taking an estimated $1.5 billion in assets and a total of $5.1 million in annual production. Both Alibrandis had been with First Republic for over a decade and were ranked #8 by Forbers for best wealth advisors in Massachusetts. 

This move came on the heels of Shannon McAllister also exiting First Republic for UBS with around $1.3 million in assets earlier in June. While UBS is recruiting brokers in the New England area away from First Republic, NewEdge Wealth, a hybrid brokerage and advisory firm, was successful in recruiting John Froley in California. Froley was ranked as the #62 advisor in California by Forbes and has $309 million in assets under management.  

Finsum: First Republic was acquired by JPMorgan. Yet, many of the companies’ wealth advisors are leaving the bank for greener pastures.

In an article for Morningstar, Sheryl Rowling discusses a conundrum facing many financial advisors - how to grow their practices without compromising on providing personalized attention to clients. After all, client service is the foundation for any successful practice and sacrificing this in the pursuit of growth can lead to higher rates of turnover and dissatisfied clients. 

One recommendation is to set up systems to ensure constant communication with clients. For instance, many advisors commit to responding to any client inquiries within 24 hours with the type of communication customized to client preference. Additionally, advisors can create a quarterly piece of content like an email newsletter or a letter, providing general updates on a client’s financial plan and keep them updated about financial markets and other important information.  

Another recommendation is to invest in creating an effective online presence. While this requires an upfront investment in terms of time and money, it will create longer-term efficiency in terms of marketing and client recruitment. Thus, growth can be achieved without compromising on service. 

Hiring an assistant or operations person who either specializes in back office tasks, marketing, or customer service can also be helpful and lead to additional time savings. Many advisors continue to wear many hats and don’t spend enough time on the tasks that move the needle for their firm. By hiring for specialized roles, advisors will have more time to focus on the key tasks that drive success whether it's more personal time with clients, portfolio management, or generating leads. 

Finsum: Every financial advisor faces a similar challenge. They want to grow their practice but not compromise on client service which is integral to long-term success.  

In an article for InvestmentNews, Gregg Greenberg discusses findings from Cerulli Edge’s latest report on the asset and wealth management industry. One of the most alarming takeaways is that there is a trickle of new advisors entering the industry with the vast majority failing to stick.

Overall, more are exiting the industry via retirement or quitting than entering. Last year, the number of advisors increased by only 2,579. And, the failure rate for newer advisors was 72%. 

Due to these findings, Cerulli made some recommendations on how practices can attract fresh talent to the industry. Most new advisors enter the industry through referrals while lacking any sort of experience in financial services. 

Thus, it’s imperative that firms have a structured training program that allows new advisors to learn the industry to gain confidence and experience. One of the barriers that new advisors face is the challenge of building their own client book. Thus, an effective training program should equip advisors with the skills and knowledge to successfully build their own book. It should also come with a natural progression from operational and support roles into production and portfolio management especially as compensation is tied to the latter two categories. 

Finsum: The Financial advisor industry is facing a long-term challenge with a lack of new entrants into the field, a high failure rate, and a looming wave of retirements. 

In an article for Wealth Management, Iraklis Kourtidis discusses how the investment industry needs to evolve in order to reduce risk and improve returns. Essentially, it tends to look at the past to make assumptions about the future, specifically regarding correlations between asset classes. 

He believes that too much time and energy is spent on discussing how investments have performed in the past which doesn’t make sense in a world with efficient markets. Instead, investors and advisors need to pay more attention to the future. And, this is even more important with the advent of direct indexing.

Kourtidis believes there are better questions to ask with direct indexing such as will these investments adhere closely to my values? Another is will this strategy properly weigh the tradeoffs between tracking errors, tax efficiency, and personal values? Finally, investors and advisors need to determine whether the additional cost and effort of direct indexing will yield better results than a traditional approach, specifically in terms of tax benefits?

These are forward-looking questions that do have answers unlike questions about the market’s direction, monetary policy, or portfolio returns. Overall, direct indexing means that investors need to consider a different set of questions. 

Finsum: Direct indexing creates an entirely different set of opportunities and challenges for investors and advisors. Here are some things they need to consider that they wouldn’t with traditional investin 

In an article for SmartAsset, Patrick Villanova CEPF discusses the pros and cons of investing for retirement in TIPS, Treasuries, and annuities. All of these are methods for retirees to generate income during their retirement. And, this is increasingly needed given that traditional pensions are being phased out of existence. 

TIPS are treasuries that are designed to protect against inflation. In essence, the yield is fixed, while the principal varies based on inflation. Some will create income through buying TIPS of different maturities, creating an income stream that is indexed to inflation. 

An annuity functions similarly but without the inflation component. Essentially, it’s a way to turn cash into an income stream. Treasuries are the most straightforward vehicle for saving, and it’s the benchmark that other methods are compared against. 

According to Villanova, the best strategy ultimately depends on a retiree’s lifespan and the rate of inflation. Assuming a moderate inflation rate of 2.5%, Treasuries would outperform annuities and TIPS slightly. If inflation returned to levels seen in the past decade, then Treasuries would perform the best. If inflation were to average 5%, then the TIPS strategy would handily outperform Treasuries and annuities.

However, annuities would handily outperform in the event that a retiree lives longer than 20 years. Given that the income of annuities is fixed, the value of this income would be diluted by higher levels of inflation. 

Finsum: Annuities, TIPS, and Treasuries are 3 of the most popular methods to create income during retirement. Patrick Villanova compares and contrasts each to see which is the best strategy for retirees.