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Weekend Reading For Financial Planners (December 21–22)

December 20, 2024 02:25 pm 0 Comments CATEGORY: Weekend Reading

Enjoy the current installment of "Weekend Reading For Financial Planners" - this week's edition kicks off with the news that the CFP Board announced a series of proposed changes to its certification requirements, including an increase in required Continuing Education (CE) hours for current certificants to 40 hours every two years (up from the current 30 hours) and, for candidates for certification, a tightening of the Experience requirement (so that qualifying experience for the 6,000-hour "Standard Pathway" would be required to address at least three (rather than just one) of the seven primary elements of the financial planning process to ensure that candidates are engaged. Together, these proposed changes (which are currently open for public comment) suggest CFP Board is seeking to ensure that those with the marks not only have sufficient education and experience upon receiving them, but also maintain and sharpen their skills over the course of their careers.

Also in industry news this week:

A benchmarking study from Charles Schwab shows that median compensation for financial planners at RIAs is well into the six figures, though actual salaries appear to vary widely
The U.S. Senate appears poised to pass legislation that would eliminate the long-established WEP and GPO provisions and increase the Social Security benefits of many state and local workers in the process

From there, we have several articles on investment planning:

While index funds are often viewed as 'passive' investments, advisors can add value for their clients by exploring the key differences in how certain funds are structured
A review of the academic literature on whether historical prices can help determine future investment returns
While the use of model portfolios can be a time-saving alternative for advisors compared to creating custom portfolios for each client, a study of return data suggests that those using them to improve performance could be disappointed

We also have a number of articles on advisor marketing:

How creating a marketing calendar can help advisors improve their efficiency and prevent important tasks from falling through the cracks
Three advisor marketing tactics that don't come with a hefty price tag for advisors
How advisory firms can align their websites to match the needs and personalities of their ideal target clients

We wrap up with three final articles, all about financial lessons for children:

Financial literacy lessons parents can offer at each stage of their children's development
How parents can approach talking about their own financial situation with their kids, from the time they are in elementary school to when they become adults
Why the greatest gifts parents can offer their children might not come with a bow on top

Enjoy the 'light' reading!

A Recordkeeping Checklist For Financial Planning Services: Proactive Documentation Of Service Delivery To Reduce Regulatory Scrutiny

December 18, 2024 07:01 am 0 Comments CATEGORY: Regulation & Compliance

Maintaining adequate books and records is a cornerstone of compliance for all investment advisers. While state and Federal regulations clearly outline recordkeeping requirements for areas like financials, advertisements, and trading records, there is a notable gap when it comes to documenting the delivery of services – especially financial planning services – necessary to justify the fees charged for those services. This lack of specificity can result in regulatory deficiencies or scrutiny, even for firms providing substantial financial planning value to clients, if records fail to consistently demonstrate that fees are 'reasonable' in relation to the services provided.

To minimize regulatory concerns regarding the reasonableness of advisory fees, firms can establish internal standards for service-related recordkeeping. For investment management services, documenting the entire client engagement – such as onboarding, reviewing and recommending portfolio adjustments in line with collected suitability information, opening and funding accounts, conducting periodic reviews, and rebalancing – can help clearly evidence the services provided.

For financial planning services, a similar approach to documentation can be applied to support regulatory compliance from the start of client engagement through all the steps that follow. This includes tracking the information-gathering process during the client discovery phase, followed by the research and development of a financial plan. Next, firms can document the delivery of the plan, check-ins throughout the year to support plan implementation, periodic meetings to work on or execute various aspects of the plan, and the annual review of the client's situation. The review should also include updating the plan to account for significant changes and seasonal "to-dos", assessing any advised assets that aren't under the firm's direct management, and responding to other financial planning questions that arise throughout the year. NASAA's Fee Guidance highlights the importance of detailed recordkeeping for emerging fee models and provides practical context for advisers navigating these challenges.

A client service calendar can be an excellent tool to illustrate these services. It provides a structured outline of the firm's service delivery, sets client expectations, and serves as a framework for systematizing processes as the firm grows. It also helps demonstrate to regulators what the firm's ongoing financial planning services entail (though advisers will want to be certain that client files reflect that the adviser did everything the firm committed to in the client service calendar!).

Ultimately, the key point is that while the books and records requirements for financial planning services are less prescriptive than for investment management, advisers can take proactive steps to systematically document the services they provide to clients. This reduces the risk of regulatory scrutiny during examinations and helps regulators better understand what strong service delivery and comprehensive documentation for financial planning should look like!

#FASuccess Ep 416: Avoiding The Compliance Headaches When Going RIA By Choosing A ‘Supported Independence’ Corporate RIA Platform, With Fran Toler

December 17, 2024 07:03 am 0 Comments CATEGORY: Financial Advisor Success Podcast

Welcome everyone! Welcome to the 416th episode of the Financial Advisor Success Podcast!

My guest on today's podcast is Fran Toler. Fran is the CEO of Toler Financial Group, a DBA firm under the RIA Rossby Financial, in Silver Spring, Maryland, that oversees nearly $200 million in assets under management for 280 client households.

What's unique about Fran, though, is how she decided to transition from the independent broker-dealer model to a 'supported independence' corporate RIA platform in order to avoid the compliance headaches involved in being a totally independent RIA while reducing the drag of platform fees on her firm's profitability by finding a platform that wouldn't charge her for services that her staff were already performing in-house anyway.

In this episode, we talk in-depth about the moment of realization Fran had when she line-itemed out the annual costs of operating under her previous broker-dealer and discovered that it added up to $500,000 per year (or 25% of her revenue) when accounting for grid payouts, technology fees, and the cost of their trading platform, how Fran's desire to not have to be responsible for her own compliance responsibilities (based on her lack of interest in taking them on and the time involved in doing so) led her to choose to operate under a corporate RIA instead of pursuing independence as her own standalone RIA, and why Fran chose a relatively streamlined supported independence model that provides just the key compliance and software tools she needs rather than alternative offerings that provided more service but were more expensive and redundant to the staffing she already had in place.

We also talk about how Fran's decision to be upfront and public about her progressive social and political stances has allowed her to attract both employees and clients seeking a firm with these values (helping her 10X her AUM in just the past 9 years… after it had taken her 14 years to get her first $20M using the traditional approach), why Fran believes that building a more diverse advisor team will help her firm be better prepared to serve a more diverse range of clientele in the decades to come (as the demographics of those seeking financial advice change over time), and why Fran, instead of taking an 'eat what you kill' approach with new advisor talent, pays her newly hired financial advisors a livable base salary in order to attract potential candidates who might be talented but lack either natural connections to wealthy prospects or simply don't have the financial means needed to get by while they build their client base and revenue to be long-term successful with the firm.

And be certain to listen to the end, where Fran shares how she has laid the groundwork for a succession plan where team members (including both advisors and other key personnel) buy multiple tranches in the firm before she eventually steps aside, how Fran serves both her firm and the community by being willing to meet for an hour with any prospect who reaches out to her (but is very firm about her minimum pricing to work with each client so the business remains profitable and sustainable in the long run), and how Fran's previous work as a midwife has helped her nurture long-term trusted client relationships as she has navigated successfully into the world of financial advice.

So, whether you're interested in learning about transitioning from a broker-dealer to a 'supported independence' model, how to choose among available corporate RIA platforms, or how a firm can generate prospect leads by being vocal about its values, then we hope you enjoy this episode of the Financial Advisor Success podcast, with Fran Toler.

Building An Inclusive Hiring Process To Decrease Bias And Find Your Firm’s Ideal Candidate

December 16, 2024 07:01 am 0 Comments CATEGORY: Practice Management

When a financial planning firm is hiring a new employee, it naturally wants to find the best candidate to fill the role. However, some firms may unintentionally limit the applicant pool by using a promotion and selection process that doesn't focus on the most important traits or that introduces biases, which can lead to missing out on candidates who might otherwise have been well-suited for the position. But by taking a structured, inclusive approach to the hiring process, firms can attract a diverse talent pool and increase the likelihood of finding the right person for the job.

Inclusivity starts with a firm's website and marketing materials, which can influence the pool of applicants who apply for an open position. If all of the individuals featured on a firm's site look similar in age, ethnicity, and/or gender, potential applicants (and prospective clients!) who don't identify the same way might feel uncomfortable about joining the firm. Additionally, carefully choosing the requirements and qualifications to include in a job description can attract skilled individuals without excluding those who might not meet non-essential criteria (like having a bachelor's degree). Further, including salary details and growth potential in the job listing, as well as avoiding the use of industry jargon or gendered language, can further broaden the pool of people excited to apply.

When promoting an open position, firms can benefit from advertising beyond their personal networks and local geographic areas. Posting available positions on industry career centers and job boards (e.g., CFP Board Career Center, FPA Job Board), on general interest sites (e.g., Indeed.com, Monster Jobs, LinkedIn), and with groups that target specific populations (e.g., Association of African American Financial Advisors) can improve the chances that the listing will be seen by the widest possible group of potential candidates, thereby strengthening the applicant pool and increasing the chance of a great hire.

Another approach for helping the firm choose the right applicant is to implement a structured interview and selection process, which can mitigate the impact of unconscious bias and increase the odds that new hires will have the necessary skills. Such a process can include standardized work sample exercises to assess the candidate's competencies and an interview process that asks each candidate the same set of questions to ensure a uniform experience for each individual. A standard scoring rubric for work samples and interviews ensures that candidates will be scored on the traits being assessed (and not just by their ability to charm interviewers!).

Ultimately, the key point is that given the time and cost involved in hiring and training new employees, selecting the most qualified individual is a business imperative. Which means that taking the time to create a structured, inclusive hiring process that allows a firm to access the broadest possible pool of potential candidates and evaluate them effectively can be an investment that pays off for a firm for years to come!

Weekend Reading For Financial Planners (December 14–15)

December 13, 2024 02:00 pm 0 Comments CATEGORY: Weekend Reading

Enjoy the current installment of "Weekend Reading For Financial Planners" – this week's edition kicks off with the news that a recent study indicates that surveyed advisory firms that raised their fees in the last year saw almost identical 97% client retention rates as firms that lowered their fees (with the firms raising their fees bringing in more revenue in the first two years after doing so), suggesting that some growing firms might consider raising their fees (commensurate with the value they are providing their clients) to ensure they "scale up" (growing revenue at a faster pace than their expenses) rather than just 'size up'.

Also in industry news this week:

While the SEC has had the power to restrict mandatory arbitration clauses in RIA client agreements for more than a decade, an advisory committee meeting this week suggests support for such a measure isn't unanimous
CFP Board saw a record number of exam-takers during 2024, reflecting recognition of the professional and financial benefits that can come from earning the CFP certification (for advisors and their firms alike)

From there, we have several articles on retirement planning:

Recent survey data indicate that many near-retirees have a difficult time estimating the amount of savings they need to retire, confirming the valuable role for advisors in retirement income planning
A study suggests that pre-retirees underestimate their healthcare costs in retirement by more than 50%, indicating that advisors can add value by providing more realistic estimates and assessing the best Medicare coverage for their retired clients
How advisors can work with clients to create realistic retirement budgets that reflect many categories of expenses clients might underestimate

We also have a number of articles on investment planning:

A hierarchy of four types of investment mistakes, from "annoying" mistakes that lead to regret to "endgame" mistakes that can threaten an individual's retirement
Why a 50% rule of thumb could be an effective regret minimization tactic for a variety of financial planning decisions
How advisors can support clients targeted by investment schemes that are "too good to be true"

We wrap up with three final articles, all about gift giving:

How one firm creates "wow" moments for its clients when it comes to giving gifts to commemorate special occasions
Creative client holiday gift ideas for advisory firms, from tickets to a local arts performance to charitable contributions to causes that are important to the clients
Why buying a "special version of an everyday thing" can be a particularly effective strategy when it comes to giving gifts

Enjoy the 'light' reading!

Kitces & Carl Ep 153: Evaluating The Tradeoffs That Come With Retaining ‘Legacy’ Clients

December 12, 2024 07:02 am 0 Comments CATEGORY: Kitces & Carl Podcast

There's an old joke in the financial planning industry that the ideal client is "anyone with a pulse". For advisors just starting out, that sentiment often rings true – every prospect willing to pay for their service feels like an opportunity. However, as their firms mature, advisors often notice a divide manifesting between newer clients paying higher fees and 'legacy clients' from the early days paying discounted rates. Continuing to serve these legacy clients can strain firm resources, limit profitability, and slow growth. Which can leave advisors grappling with the trade-off between gratitude for early supporters – clients who were willing to 'bet' on them during the firm's fledgling days – and the increasing demands of running a sustainable, profitable business. This balancing act becomes even more demanding as advisors' services and fees evolve, creating a growing gap between legacy client contributions and the cost of maintaining those relationships.

In this 153rd episode of Kitces & Carl, Michael Kitces and client communication expert Carl Richards discuss how advisors can navigate the challenge of managing underpaying clients. They explore why financial 'spreadsheet' metrics often fail to account for the emotional realities of these decisions – such as the loyalty advisors feel toward long-standing clients – and how advisors can approach this common business dilemma with greater balance and thoughtfulness.

For many advisors, determining what to do with legacy clients paying discounted rates can feel at odds with their purpose: helping people. Yet every client relationship demands resources – from staff time to infrastructure to meeting hours – and taking on too many underpaying clients can leave advisors stretched too thin. This strain doesn't just affect business growth and service quality. Over time, it can even affect the advisor's well-being, as the demands (and stressors!) take a physical and emotional toll.

Advisors facing "too much work for too many clients for too little dollars" can start by assessing the trade-offs. Saying "yes" to underpaying clients often means saying 'no' to higher-paying opportunities, greater work-life flexibility, or long-term firm growth. What matters most is making this decision consciously, with clarity and intention. Advisors who take the time to reflect on their choices can better align their decisions with their goals and values. And, in many cases, legacy clients may be willing to adjust their fees to match current service levels, providing the firm with resources to serve more clients without stretching thin.

Ultimately, there's no one-size-fits-all solution. The key point is that whichever path an advisor chooses – graduating clients, right-sizing fees, or even making no adjustments – what matters most is that the decision is made intentionally. After all, there is a lot of power that comes with 'choosing' that course of action. Every path brings its own challenges – and its own rewards – but by taking ownership of the decision, advisors can move forward with clarity and confidence!

How Much Does Having The ‘Right’ Capital Market Assumptions Matter In Retirement Planning?

December 11, 2024 07:02 am 0 Comments CATEGORY: Retirement Planning

"How much can I spend in retirement?" is perhaps the most fundamental question a client brings to their advisor. Answering it well requires a range of assumptions – from estimating average investment returns to understanding correlations across asset classes. These assumptions are rooted in Capital Market Assumptions (CMAs), which project how different assets might perform in the future. However, for many advisors, using these assumptions isn't always comfortable. Advisors want to help clients set a secure, reliable retirement plan, yet even the most comprehensive assumptions will inevitably deviate from reality at least to some degree. Which poses the question: How much error is acceptable, and how can advisors use these assumptions to set reasonable expectations for clients while maintaining their trust?

In this guest post, Justin Fitzpatrick, co-founder and CIO at Income Lab, explores how well CMAs reflect the realities clients will face, the influence these assumptions have on client advice, and how advisors can balance planning assumptions against the risks of long-term inaccuracies.

Ideally, retirement spending would align perfectly with a client's needs – neither too much nor too little. Yet, even with the most accurate CMAs, financial advice rarely aligns flawlessly with reality. Sequence of return risk, for example, means that even 2 identical clients retiring less than 18 months apart can experience wildly different sustainable spending levels. In some historical periods, the amount that a retiree could safely spend in retirement would have looked incredibly risky at the beginning of their retirement – and vice versa. Beyond market variables, clients bring their own behaviors and preferences into play. For instance, many retirees begin retirement by underspending to avoid depleting their resources – a choice that often diverges from the 'best guess' assumptions of CMAs and creates additional room for unexpected market conditions.

The good news is that CMAs can still provide a range of realistic spending limits, and, even better, most financial plans are not static one-and-done roadmaps. Advisors who actively monitor and adjust a client's plan as markets shift can mitigate the inherent uncertainty of CMAs, reducing the risk of overspending or underspending over time. Importantly, CMAs are most valuable when viewed as flexible tools rather than fixed forecasts – allowing advisors to refine assumptions as markets evolve and client needs change. This adaptive approach not only helps clients navigate uncertainties but also distinguishes advisors who are committed to continuous monitoring, enhancing client satisfaction and peace of mind.

Ultimately, the key point is that while 'perfect' CMAs may offer accurate predictions about general market conditions, they will still fall short of telling a client how much they can spend. Market fluctuations, sequence of returns, and personal spending behaviors all create unpredictable variations that CMAs cannot fully capture. However, by proactively monitoring and adjusting portfolio spending, advisors and clients can take advantage of the high points, guard against the lows, and, overall, ensure greater peace of mind!

#FASuccess Ep 415: Systematizing A Firm-Wide Planning Process By Leveraging Centralized Teams And A Ticketing Workflow System, With Erika Wood

December 10, 2024 07:03 am 0 Comments CATEGORY: Financial Advisor Success Podcast

Welcome everyone! Welcome to the 415th episode of the Financial Advisor Success Podcast!

My guest on today's podcast is Erika Wood. Erika is the Director of Wealth Management of VisionPoint Advisory Group, a hybrid advisory firm based in Dallas, Texas, that oversees approximately $3 billion in assets under advisement for both 780 client households and for retirement plans.

What's unique about Erika, though, is how her firm leverages centralized financial planning and service teams (along with a ticketing workflow system) to systematize a firm-wide planning process to more efficiently serve its $600M AUM private wealth client base.

In this episode, we talk in-depth about how Erika's firm uses an internal meeting preparation team to support their client-facing advisors both by preparing financial plans in the firm's planning software and by providing their advisors with a pre-meeting worksheet with all the information they need to run the meeting, how Erika's firm is able to more efficiently complete tasks by dividing its client service team by functional specialty rather than assigning client service team members to particular advisors, and how Erika's firm uses a ticketing system within its CRM (with required fields their advisors must fill out) to ensure that every task is completed efficiently and correctly.

We also talk about how Erika's firm divides its clients into 3 segments (private wealth clients, e-wealth clients, and foundational clients) based on their investible assets as well as the complexity of their planning needs, how Erika's firm uses a data-centric approach to setting fees, first determining the cost of serving each client segment (including the estimated number of hours it will take to serve them and each advisor's hourly rate) and then adding a buffer on top to ensure each client can really be served profitably, and why Erika's firm uses a quarterly client service calendar approach with its top-tier clients, with each quarterly meeting covering a different planning topic (and scheduling them based on where the topic most appropriately fits during the year).

And be certain to listen to the end, where Erika shares how her firm builds client loyalty through regular webinars on relevant planning topics, in-person social events, and client appreciation gifts, why Erika decided to leave her previous broker-dealer (which 3 generations of her family had worked with) to have more flexibility in how she conducts financial planning and communicates with clients, and why Erika recommends that newer advisors find the part of the planning profession that speaks to them (rather than being pigeonholed into a certain path) and focus on getting better there to make the most of their individual strengths.

So, whether you're interested in learning about using centralized financial planning and service teams, segmenting clients effectively, or ways to build client loyalty, then we hope you enjoy this episode of the Financial Advisor Success podcast, with Erika Wood.

Recognizing Emotionally Invested Team Members And Nurturing “Emotional Ownership” For A More Resilient Firm

December 9, 2024 07:03 am 0 Comments CATEGORY: Practice Management

For many financial advisory firms, ownership has traditionally been tied to equity, where advisors take on financial risk in exchange for legal ownership and a share of the firm's success. However, as the cost of equity rises and accessibility becomes more limited, firms face the challenge of inspiring ownership behavior without distributing equity. One way to achieve this is by fostering emotional ownership – a concept where employees, even without equity, demonstrate a deep sense of care, dedication, and responsibility toward the firm's growth. This mindset can extend beyond job responsibilities, reflecting a deep commitment to the firm’s success.

Emotional ownership plays a key role in developing strong future leaders, especially when rewarded. If those who demonstrate emotional ownership are not given the respect, recognition, and opportunities afforded to legal owners, leadership risks fostering frustration and resentment. But by involving non-owners in decision-making, offering clear career paths for continued growth within the firm, and linking staff contributions to firm-wide goals, firms can create a cycle that rewards emotional ownership and encourages further investment in the firm’s long-term success. Team members who feel a sense of emotional ownership can be a tremendous asset to the firm, driving productivity, innovation, and leadership. However, it's important to recognize that not all team members will share this mindset – and that's not necessarily a bad thing. As while those with emotional ownership can be highly motivated and valuable thinking partners, their deep investment in the firm may also lead to many (sometimes dissenting) opinions, creating the challenge of "too many cooks in the kitchen".

To nurture emotional ownership, firms can take several steps. First, non-owners can be encouraged to participate in decision-making, with their contributions linked to firm-wide goals. They can also be provided with clear career paths that help them envision their growth with the firm. This fosters a sense of responsibility and purpose, even without equity. Mentoring legal owners to fully embrace their roles can also guide them toward greater accountability and leadership within the firm. Additionally, fostering accountability across the firm – through regular performance reviews and recognizing contributions – helps motivate both owners and non-owners. Creating a culture of shared success, where the focus is on collective achievement rather than just individual ownership stakes, can further strengthen emotional investment in the firm’s success. Finally, implementing performance-based incentives tied to firm profitability can inspire non-owners to excel, proving that contributions are valued, regardless of equity.

Ultimately, the key point is that by recognizing and involving emotionally invested team members and offering clear paths for growth, firms can develop a strong culture of shared success. Rewarding those with high levels of emotional ownership creates a foundation for long-term collaboration and positions the firm for lasting success!

Weekend Reading For Financial Planners (December 7–8)

December 6, 2024 02:00 pm 0 Comments CATEGORY: Weekend Reading

Enjoy the current installment of "Weekend Reading For Financial Planners" - this week's edition kicks off with the news that President-elect Trump plans to nominate former Securities and Exchange Commission (SEC) Commissioner Paul Atkins as the next SEC chair, replacing Gary Gensler. Atkins' previous time on the commission and more recent statements suggest that he will take a more circumspect approach to financial regulation compared to Gensler and could look to limit disclosure requirements (including those related to advisor compensation for the sale of certain financial products) as well as the number and size of penalties issued against SEC-regulated firms. Though ultimately, while a slower pace of regulation might be a relief for financial advisors who faced a wave of proposed rules during Gensler's tenure, a more hands-off regulatory approach could open the door for abuses that could ultimately lower the reputation of the financial advice industry as a whole in the minds of consumers (though a lighter burden of regulatory enforcement on RIAs themselves could encourage more advisors to move to the RIA channel, perhaps accelerating the shift towards fiduciary advice?).

Also in industry news this week:

A recent survey found that financial advisors who have recently switched firms are overwhelmingly satisfied with their move, with firm technology playing a key role both in the decision to leave and their satisfaction with their new firm
A Federal court has issued an injunction against the Corporate Transparency Act, putting a (possibly temporary) hold on the previous January 1 deadline for businesses subject to the law to file Beneficial Ownership Information reports

From there, we have several articles on Health Savings Accounts (HSAs):

A survey indicates that while HSAs are becoming increasingly popular, consumers might not be tapping into their full benefits, particularly when it comes to investing to pay for future medical expenses
How financial advisors can add value for clients by helping them avoid potentially costly pitfalls related to HSA contributions and distributions
HSA strategies for married couples who have health insurance coverage through their own High-Deductible Health Plans

We also have a number of articles on advisor marketing:

How advisory firms can become "lighthouse brands" that attract clients through a clear promise, strong product, great people, and passion for what they do
Why showcasing the personalities of firm staff, rather than just focusing on the dollars and cents of the value of financial planning, could be the key to building trust with prospects early on in the marketing process
How professionals can refresh their personal brands, from setting a personal vision to getting feedback from trusted clients and colleagues to better understand how others currently see them

We wrap up with 3 final articles, all about overcoming procrastination:

The biological roots of procrastination and why this tendency can be hard to overcome
3 strategies for overcoming a procrastination habit, from breaking down a challenge into bite-sized pieces to tethering a difficult task to a more enjoyable activity
How advisors can avoid getting stuck on daily 'to-do lists' and move forward on longer-term goals

Enjoy the 'light' reading!

Weekend Reading For Financial Planners (December 21–22)

Want CE Credit for reading articles like this?

A Recordkeeping Checklist For Financial Planning Services: Proactive Documentation Of Service Delivery To Reduce Regulatory Scrutiny

#FASuccess Ep 416: Avoiding The Compliance Headaches When Going RIA By Choosing A ‘Supported Independence’ Corporate RIA Platform, With Fran Toler

Building An Inclusive Hiring Process To Decrease Bias And Find Your Firm’s Ideal Candidate

Weekend Reading For Financial Planners (December 14–15)

Kitces & Carl Ep 153: Evaluating The Tradeoffs That Come With Retaining ‘Legacy’ Clients

Want CE Credit for reading articles like this?

How Much Does Having The ‘Right’ Capital Market Assumptions Matter In Retirement Planning?

#FASuccess Ep 415: Systematizing A Firm-Wide Planning Process By Leveraging Centralized Teams And A Ticketing Workflow System, With Erika Wood

Recognizing Emotionally Invested Team Members And Nurturing “Emotional Ownership” For A More Resilient Firm

Weekend Reading For Financial Planners (December 7–8)

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