FP+Careers - Part 24

Weekend Reading for Financial Planners (June 15-16)

June 14, 2019 03:01 pm 1 Comment CATEGORY: Weekend Reading

Enjoy the current installment of "weekend reading for financial planners" – this week's edition kicks off with the official release of IRS regulations that kill the charitable "workarounds" that many states have been trying to create since the Tax Cuts and Jobs Act capped the State And Local Tax (SALT) deduction at just $10,000... even as many high-income individuals complete their first tax returns (for 2018) and realize that due to the prior impact of the Alternative Minimum Tax (which eliminated SALT deductions entirely), that, in practice, the SALT cap is often not as problematic as many had feared early on.

From there, we have several articles on the SEC's recent Regulation Best Interest now that the dust is beginning to settle and the details are emerging, with one article looking at how Reg BI will cement the "two-track" regulatory approach (of keeping broker-dealers and RIAs separate, rather than merging them under a single uniform fiduciary standard), when certain brokers will no longer be allowed to use the advisor/adviser titles (unless they at least become dual-registered as RIAs as well), and what RIAs will need to do to comply with the new Form CRS requirements.

We also have a few articles around the theme of learning to better do sales and business development (especially as an employee advisor who is not naturally inclined towards sales and business development!), including tips for how to better support "sales" activities for non-sales advisor professionals (by reframing it as how to help the advisor help others with their unique skills and abilities), what firms should consider when employee advisors do want to start marketing themselves, why/how professional designations do (or don't) help make advisors more successful (especially when it comes to getting new clients), what to do to avoid getting brushed off when you do get a referral from a client to a new prospect, and some low-key ways to follow up with prospects after the first meeting to keep them engaged.

We wrap up with three interesting articles, all around the theme of the mid-career crisis and what to do if we feel we've hit a wall: the first explores the phenomenon of the mid-career crisis itself, and how it's similar to a midlife crisis, but requires somewhat different remedies (and mindset changes) to resolve; the second explores the research about why employees ultimately tend to quit their jobs (which is less about the job and company itself, and usually about their direct manager and whether he/she is doing what it takes to support and develop the employee in their career and stage); and the last explores the phenomenon of the "Late Bloomer", and how, in reality, our brains are still developing throughout our teens and 20s, such that, while society today often celebrates the "early bloomer," it's the late bloomer in their 30s, 40s, or even 50s, that may actually be more common and expected. (Which is why it's never too late to start a new career or path as a financial advisor!)

Enjoy the "light" reading!

Kitces & Carl Ep 9: How Do You Optimize Your Practice To Maximize Your Happiness As A Financial Advisor?

June 6, 2019 08:03 am 6 Comments CATEGORY: Kitces & Carl Podcast Personal/Career Development

Generally speaking, there are two types of unhappy financial advisors. One is the advisor who is having trouble just making it in the business in the first place, who is struggling to find enough clients to make ends meet. The other type is the advisor who might have all the outward markers of success (clients, revenue, profits) but has reached a point in their career where they are supremely unhappy… and often end out feeling trapped, too.

Because, as is often the case for advisors practicing under the recurring revenue AUM model, clients tend to stick around. And while that is undoubtedly a great thing, it can also end out being a double-edged sword, and lead to “practice creep”... where, after a certain number of years of building a book of business, an independent advisor with an otherwise solid lifestyle practice may grow past their personal capacity and find that they have accumulated more clients than they can service by themselves. Which then forces the advisor to hire some staff to help. And (again) while that’s not a bad thing, the advisor can ultimately reach a point where they’re the CEO of a small advisory firm and are spending most of their time managing employees rather than doing what they set out to do in the first place, which was to serve their clients! Which ultimately leads to the question: How can advisors avoid this “accidental business owner” trap, and instead build a business that is optimized to maximize your own happiness?

In our ninth episode of “Kitces & Carl”, Michael Kitces and financial advisor communication guru Carl Richards sit down to discuss why some advisors wind up being unhappy in an otherwise “successful” practice, how some advisors have maximized their happiness by being intentional about building their business the way they want - or even “right-sizing” the advisory practice if necessary – and a few actionable ideas for advisors to do the same.

One strategy that has worked well for advisors is to figure out what outcome you’re trying to reach in the first place (whether that be a certain level of income, or amount of time you have to spend with the people you care most about) and make that the primary thing that you measure in the business. After all, our natural tendency is to direct our efforts to improve whatever we see measured and look at on a daily basis… so it a good idea to make sure that we’re measuring the things that really mean the most to us. Whether that’s the number of clients or amount of revenue in the business… or the number of hours we work, the number of hours we don’t work, or the vacation days we take.

And for those advisors who have already reached the point where they’re feeling unhappy with their current business structure and need to figure out how to get off the proverbial rollercoaster, it’s essential to understand that, although we have a duty to our clients, we also have a duty to ourselves as well. Because if we are absolutely miserable with whatever situation that we are in, we will eventually (and inevitably) experience a negative impact not only for ourselves, but for our clients as well. Which means it’s our responsibility and even our obligation to try to fix it.

So, if you’ve gotten to the point where you’re feeling squeezed by practice creep – unhappy with the business despite it being outwardly financially successful – or if you simply want to avoid that in the first place, then remember that it’s perfectly okay to give yourself permission to build your business in a way that actually makes you happy. And measure and optimize for whatever really matters most to you!

#FASuccess Ep 126: Climbing The Path Of Personal Development To Partnership At A Large RIA, with Martine Lellis

May 28, 2019 07:08 am 0 Comments CATEGORY: Financial Advisor Success Podcast

Welcome back to the 126th episode of Financial Advisor Success Podcast!

My guest on today's podcast is Martine Lellis. Martine is a principal and the chief operating officer at Sullivan, Bruyette, Speros & Blayney, an independent RIA with nearly $4 billion of assets under management serving 1,100 affluent clients in the Washington, D.C. area.

What's unique about Martine, though, is the way that she climbed the ladder at SBSB, starting out as an associate advisor only to see the RIA sold to a bank shortly thereafter, and then later moving into mid-level management roles and climbing all the way up to become the firm's COO, and then participating with four other principals who did a management buyout of the firm back from the bank and take the company private again.

In this episode, we talk in depth about Sullivan Bruyette's model for serving affluent clients. Why the firm offers tax preparation services for its most complex clients on top of their financial planning and investment management, the way the business involves its dedicated investment team directly with clients to the point that it's the investment team and not the advisors themselves who are primarily responsible for discussing investment results and the markets with clients, why Sullivan Bruyette hired a director of advisor services and development to become an internal practice management coach for their 10 advisor teams, and how the firm prices out its core financial planning and investment management services a separate fee for tax preparation and another separate fee for the especially big and complex financial planning projects their affluent clients sometimes need help with.

We also talk about Martine's own career path through the firm. The way she invested heavily in herself throughout her 20s by going back to school for both an MBA and her CPA license while also working full-time and largely paying her own way for the sake of her own career advancement, how her role in her 30s shifted more to learning the skills of management and developing her teams of people, and how now in her 40s her career focus is shifting again into more bringing in and developing the next generation of the firm's leadership and figuring out how best to motivate them while growing the firm. And what it took for Martine to get comfortable to take on a substantial amount of personal debt as a key employee to buy back the firm as part of the management team.

And be certain to listen to the end, where Martine shares the challenge that surprised her the most in building the business and her own career. Why the hardest time she worked were also some of the most exciting, and what the key breakthrough was in her own career that ultimately allowed her to grow to the next level.

So whether you're interested in learning about how Martine actively pursued opportunities to advance her career, how Sullivan Bruyette integrates tax preparation with their financial planning and investment management services (and how the firm prices out those services), or about the factors that drove the decision for an internal group of principals to buy back the firm from the bank that purchased it years before, then we how you enjoy this episode of the Financial Advisor Success podcast.

#FASuccess Ep 125: The Upside Opportunity Of Finding Out Your Advisory Firm Is Being Sold, with Sabrina Lowell

May 21, 2019 07:09 am 0 Comments CATEGORY: Financial Advisor Success Podcast

Welcome back to the 125th episode of Financial Advisor Success Podcast!

My guest on today's podcast is Sabrina Lowell. Sabrina is an advisor and principal with Private Ocean, an independent RIA in the San Francisco area that oversees $2.2 billion of assets under management for nearly 1,000 affluent clients.

What's unique about Sabrina, though, is the path that she took to becoming a partner with Private Ocean, when it was decided last year that the firm she had worked at for the preceding 16 years was going to be sold to an external buyer, and they began the collaborative process of trying to identify what buyer would both be ready and willing to buy out the firm's original founder and give Sabrina and other next-generation leaders at the firm an opportunity to move up and grow in the new firm.

In this episode, we talk in depth about what the process was like of putting Sabrina's prior firm, Mosaic Financial Partners, up for sale. How their management team worked with an investment banker not only to find potential buyers who could afford the acquisition, but who would also be a cultural fit for the firm. The key filters that the firm used to vet its prospective buyers beyond just what buyers were willing to offer financially, including their core values alignment, their compensation philosophy with clients, their investment and financial planning philosophies in serving clients, and the career growth opportunities for staff. And what it's like to actually try to vet a potential buyer to figure out if they're really a good fit or if the firm is just making the mistake of thinking the grass must be greener on the other side.

We also talk about the challenges of trying to execute internal succession plans and why Mosaic ultimately decided to go with an external buyer instead. How Sabrina broke the news to her clients that a transition was going to happen, the way her own role has restructured in a positive way once she had the opportunity to work in a larger firm that had more dedicated resources so she didn't have to wear as many hats, and why next-generation advisors sometimes can find more upside opportunity in having their firm sold to a larger one than becoming the successor themselves.

And be certain to listen to the end, where Sabrina talks about her own challenges in evolution and learning to do business development when she started out as an employee advisor in her early 20s. The structured center of influence strategy her firm uses to cultivate referral relationships that she learned through the Schwab Executive Leadership Program, how her own career path and even what she thought she wanted from her career has changed over time, and Sabrina's key tip for finding out whether a potential advisory firm is really open to adapting and changing as the business grows.

17 Takeaway From Envestnet’s Advisor Summit 2019

May 9, 2019 07:09 am 4 Comments CATEGORY: Conferences

Last week, Envestnet – the wealth management mega-platform that now touches nearly 100,000 advisors with their various technology tools – hosted their annual 2019 Advisor Summit in Austin, Texas. Fresh off the heels of its half-billion-dollar acquisition of MoneyGuidePro – a transaction that officially closed on the first day of the conference itself – Envestnet’s Advisor Summit provided a fascinating glimpse of what Envestnet plans to do with MoneyGuidePro, its recent purchase of Yodlee, and where the company sees its next opportunities… as communicated in a series of keynotes from the Envestnet leadership to over 3,000 attendees.

In the guest post, Craig Iskowitz – CEO and founder of Ezra Group, a financial technology consulting firm – provides a recap of the 2019 Envestnet Advisor Summit and shares highlights from various presentations as the company maps out their vision for creating an integrated wealth management platform that allows advisors to deliver solutions that support not just financial planning but the “financial wellness” of their clients.

From its roots as a TAMP and distributor of various third-party managed accounts, Envestnet in recent years has executed a series of industry-changing acquisitions, with two blockbuster deals announced just in the past few months, including the purchases of PortfolioCenter from Schwab in March and MoneyGuidePro in April. The newly-named Envestnet | MoneyGuide was out in force at the conference, as the company took the opportunity to point out that the deal aligns perfectly with their financial wellness marketing strategy, as they endeavor to differentiate themselves from an increasingly crowded wealth management technology space by building an integrated experience of portfolio management (via Tamarac), financial planning (via MoneyGuidePro), and centralized data (via Yodlee), to give advisors a more holistic platform to service their clients (and run their own businesses).

Envestnet executives also focused on data integration and analytics, as Envestnet’s acquisition of Yodlee back in 2015 continues to bear fruit, with the company touting that they’ve improved the accuracy of held-away data from 72% to the low 90s, and they continue to integrate their suite of tools and bulk up their data sources. Data also is also playing a big role as Envestnet builds a mobile budgeting app that advisors can white-label and offer to their clients, as well as in their plans to give advisors and firms the ability benchmark their performance and fees against 90,000 other advisors on Envestnet using the Advisor Analytics package (and to predict with 90% accuracy that a client is planning to jump ship within 90 days!).

Finally, Envestnet took the opportunity to highlight its recent introduction of its Credit and Insurance exchanges, which are seen as yet another game-changing development for the industry as the company seeks to address not only a huge area of opportunity for advisors who continue to seek ways to differentiate themselves in a crowded marketplace but a tremendous gap between client expectations of what products they should be receiving from advisors versus what advisors are actually able to provide, especially in the growing fee-based channel.

Ultimately, the 2019 Advisor Summit allowed Envestnet to present to the advisor community its vision for the future of the industry, and the massive technology platform it is building for them. Given how notoriously difficult it's been for businesses to successfully integrate complex systems into one cohesive platform, though, it remains to be seen whether Envestnet can realize its vision. Nonetheless, Envestnet has moved well ahead of the pack to dominate every part of the marketplace they’ve entered, and has, at the very least, put themselves in a position to deliver on their ambitious goals.

#FASuccess Ep 123: Buying Out A Retiring Founder & Funding Future Growth By Recapitalizing With Well-Aligned, Patient Capital, With Brent Brodeski

May 7, 2019 07:02 am 0 Comments CATEGORY: Financial Advisor Success Podcast

Welcome back to the 123rd episode of Financial Advisor Success Podcast!

My guest on today's podcast is Brent Brodeski. Brent is the co-founder and CEO of Savant Capital, an independent RIA based in Rockford, Illinois that oversees more than $6 billion of assets under management for nearly 5,000 clients.

What's unique about Brent, though, is not merely the trajectory of Savant's almost entirely organic growth to $6 billion of AUM, but the way the firm navigated the all-too-common challenge of buying out a co-founder, which in their case required raising more than $50 million of capital to fund both the buyout and the next stage of Savant's own growth, with a vision to 10X the firm in 10 years.

In this episode, we talk in depth about what it means to recapitalize an advisory firm by buying out a founder and taking on new outside investors to provide the cash for growth. The way that Brent interviewed financial buyers, private equity firms, and banks that were willing to lend, the key factors that he considered with respect to each type of investor in trying to decide who to work with and who to take capital from, and why he ultimately rejected them all and instead worked directly with some high-net-worth family offices to be his patient capital investors for the future, and how even his deal with a family office nearly blew up on the finish line when he had last-minute doubts that one of his investors was really properly aligned with his own vision for the firm.

We also talk about Savant's advisory firm business itself. How the firm shifted its organic growth from being primarily founder-led into being more broadly carried by a large number of advisors at the firm, how Savant has also shared opportunities for ownership in recent years across more than 50 employees in the firm, how Savant's advisor compensation is structured, with a combination of salary base and bonuses for both firm growth and individual business development, and how Savant has had to evolve its executive and leadership structure to effectively manage what is now 173 employees.

And be certain to listen to the end, where Brent shares the 8 distinct phases that he's seen his advisory firm go through over the past 25 years. The way his own role in the firm has shifted and changed as the business itself has evolved, the system they put in place to strategically plan for and execute the business's goals based on John Doerr's "Measure What Matters" approach, and what exactly Savant's plan is to try to 10X the firm in the next 10 years.

Weekend Reading for Financial Planners (Apr 20-21)

April 19, 2019 02:54 pm 1 Comment CATEGORY: Weekend Reading

Enjoy the current installment of "weekend reading for financial planners" – this week's edition kicks off with the big news that the FPA has released the second iteration of its OneFPA Network initiative, which backs off the key controversial requirement for chapters to be dissolved and "nationalized"... but still doesn't seem to effectively answer the question of why such a big organization-changing initiative is so necessary, instead of simply focusing on the key items from a better membership database to more engaging strategic committees that FPA members and chapter leaders have been asking for in the first place. Also in the news this week was the announcement that New Jersey is now the latest to put forth a state-level fiduciary requirement out of concern that the SEC's Regulation Best Interest isn't stringent enough... and the proposed state fiduciary rule is being driven directly by the state's regulators (not their legislators), which suggests a much greater likelihood that the rule will actually come to pass.

From there, we have a number of practice management articles, including a major new white paper from the CFP Board's Center for Financial Planning to articulate a standardized career path that advisory firms can use for their next-generation advisors, why managing "human capital" is becoming so much more important in the age of fee-based firms (with the recurring revenue that both supports and then necessitates a growing staff infrastructure), and a look at whether financial planning programs today are doing enough to prepare students for the realities of what it takes to be a successful financial planner (and how far they've already come in just a few short decades).

We also have several articles on retirement planning, from a fascinating research study on how retirees tend to be happiest when they spend their time on "active" activities rather than "passive" ones (but how as we age, reduced mobility tends to shift our time from the happiness-inducing active activities to the less-happy passive ones), tips to better maintaining friends and social relationships as clients get older in retirement, and tips to consider as retirees face four major transitions when they age (health care, financial decision-making ability, living/lifestyle, and transportation).

We wrap up with three interesting articles, all around being more "unplugged" and engaging in more "digital minimalism": the first is a look at one financial advisor who went to Australia for an extended work trip, found internet access was more limited, and ended out positively reshaping his digital habits in the process; the second looks at one company that pays its employees an extra bonus of up to $750 on their vacations for not checking email or Slack while they're gone (both to encourage them to really unplug and recharge, and also because it better forces teams to learn how to delegate to and reinforce each other when someone is out); and the last is a look at how to more actively engage in "digital minimalism" itself, which isn't just about unplugging and eliminating the smartphone and internet from your life, but instead just being more deliberate about which parts of your digital life you do want to remain engaged in (and then consciously eliminating the rest that doesn't really matter after all).

Enjoy the "light" reading!

How The Financial Planning Process Differs For Young Clients: Not Simpler, But Different Complexities

April 17, 2019 07:11 am 10 Comments CATEGORY: General Planning

The rise of the asset-under-management (AUM) model has driven a concomitant shift in financial advisors to focus increasingly on Baby Boomer retirees – for the same reason that Willie Sutton robbed banks: “That’s where the money is.” To the point that some in the industry have raised the question of whether the pendulum is swinging too far to retirees, and that it’s time to start doing more financial planning for next-generation clients as well.

Except the challenge for most advisory firms is that it’s not profitable to do financial planning for younger clients, who simply don’t have sufficiently-sized investment accounts to generate enough AUM fees for the advisory firm to deliver the advice. For which advisory firms can adopt various “fee-for-service” models, from charging minimum fees based on a percentage of income, to flat monthly retainer fees. Except then the pressure is on the advisory firm to justify the value of the financial planning advice being given to clients for that fee, especially when they tend to have "simpler" financial needs in the first place.

Yet the reality is that younger clients with fewer assets and lower net worth still experience the kinds of tumultuous life transitions that necessitate engaging a financial advisor in the first place. In fact, ironically, older retirees typically only experience a few major life transitions in the span of decades – retirement itself, a major change in health, and the death of a spouse – while it’s younger clients who actually experience a steady stream of major life transitions that may necessitate a financial advisor, from getting a new job, to going back to school, starting a business, getting married (or getting divorced!), having children, and more.

And while younger clients may have less in the way of investments and assets, they still face substantial complexities when it comes to their cash flow itself, from how to transition from a dual-income household to a stay-at-home-parent (or back again) after the birth of a child or a decision to go back to school, merging finances during a marriage (or separating them again after a divorce), to adjusting spending while launching a business. Or simply engaging in strategies to increase income and job potential in the first place.

Which means, in the end, while the focus of financial planning may shift for next-generation clients – from monitoring the health of their assets to monitoring the health of their income instead – arguably younger clients don’t really have “simpler” financial advice needs in the first place. Instead, they have a different set of complex financial advice needs… and an even greater need for the cyclical and ongoing financial planning process in the first place, because of the pace and frequency of the life transitions that impact their financial situation throughout their 20s, 30s, and 40s!

#FASuccess Ep 120: Building A Personal Finance Media Brand By Focusing On Being Your Authentic Self, with Manisha Thakor

April 16, 2019 07:02 am 0 Comments CATEGORY: Financial Advisor Success Podcast

Welcome back to the 120th episode of Financial Advisor Success Podcast!

My guest on today's podcast is Manisha Thakor. Manisha is the founder of MoneyZen, a financial literacy and education platform focused on empowering women, and is also the VP of Financial Wellbeing at Brighton Jones, a $5 billion AUM independent RIA based in Seattle, Washington.

What's unique about Manisha, though, is the way that she's been able to build her own personal brand platform around personal finance over the past 10 years after starting her career in institutional money management, and the ways that she's been able to turn her brand around personal finance education into a financially successful business.

In this episode, we talk in depth about what it really takes to build a personal finance brand. Why most financial advisors struggle to gain visibility with the media, and even when they do still typically fail to get any new clients from it, the ways that a personal finance brand can be monetized, not only from getting clients directly, but also even becoming a corporate spokesperson or brand ambassador, and the way that Manisha has been able to successfully build a personal brand as a speaker and media personality despite the fact that she's actually an introvert.

We also talk about Manisha's fascinating personal career journey, from her early success being an intrapreneur, building out a new separately managed account line of business at an institutional money management firm that ultimately grew to nearly $6 billion under management, to a decision to relocate with her new husband that forced her to make a switch out of the firm and launch her personal finance brand instead, how marital troubles and a subsequent divorce eventually led Manisha back to working at a larger advisory firm to get better infrastructure support, and why ultimately Manisha decided to make one more switch to her current firm, Brighton Jones, to once again become an intrapreneur and help them transition their advisory firm from traditional wealth management to a focus on holistic financial well-being.

And be certain to listen to the end, where Manisha shares how she managed the ups and downs of her advisory firm while going through a stressful divorce. Her frank discussion about dealing with depression, anxiety, and now medicated bipolar disorder, and how through it all she's managed to stay successful by forming relationships and connections around her that she can rely upon, and by simply relying on the power of being yourself. Because, as Manisha puts it, it's so much less exhausting to just be your authentic self than to try to be someone you're not anyways.

So whether you're interested in learnings about the steps Manisha took to build a personal finance brand, how she, as an introvert, was able to find her groove as a presenter and public speaker, or how she paved her own path by simply being herself along the way, then we how you enjoy this episode of the Financial Advisor Success Podcast.

#FASuccess Ep 119: Career-Changing Into Financial Planning By Creating A Niche Serving Your Former Profession, with Kenneth Robinson

April 9, 2019 07:11 am 0 Comments CATEGORY: Financial Advisor Success Podcast

Welcome back to the 119th episode of Financial Advisor Success Podcast!

My guest on today's podcast is Kenneth Robinson. Ken is the founder of Practical Financial Planning, an independent RIA in the Cleveland, Ohio area with 2 advisors who work with 55 clients on an ongoing annual retainer fee that varies from $5,000 to $25,000 a year.

What's unique about Ken, though, is his decision to focus into a niche of working with Ohio public sector employees, having been a public sector professional himself before career-changing into financial planning 20 years ago, and the way he's been able to make his practice so efficient by developing a specialized knowledge of Ohio public sector employee issues, from the state of fundedness of the Ohio Public Employees Retirement System and its pension plan, to coordinating Ohio public sector retirement planning for those who are also eligible for federal FERS benefits from a spouse, as well as coordinating Ohio public sector employee pensions with the Social Security Windfall Elimination Provision and Government Pension Offset rules.

In this episode, we talk in depth about how Ken formed his niche in working with Ohio public sector employees as a career changer from the public sector himself, why he chose to focus on a niche not only because he felt he'd be more credible with them, but also because it increased his own confidence that he could add enough value to justify as fees in the early years, the way he got started in his niche by going back to some of his former colleagues to form what he called a Founders Club, where he asked for their feedback on his new advisory business venture, and then invited them to become clients for a first year discount.

The way he developed a specialized website that acknowledges right away his niche with Ohio public sector employees so that at least anyone who did arrive on his website would immediately know about his specialized expertise, and the way he adopted his financial planning process over time, from simply doing a full comprehensive financial plan for every client upfront, to instead always focusing the planning process on whatever the one most pressing issue was for the client first and only then circling back to cover the rest of the modules of financial planning.

We also talk about the annual retainer fee structure that Ken uses, adopted from the Alliance of Comprehensive Planners and based on a combination of the client's investible net worth, income, and complexity, and why and how Ken decided to modify and even raise his retainer fees over time, including for his existing clients who started with him early when the fees were lower, and the way that Ken explains his retainer fees to clients to justify his value proposition by focusing on how financial planning is an ongoing process and not just the upfront plan alone.

And be certain to listen to the end, where Ken talks about some of the marketing challenges and mistakes he's made over the years. What he's learned along the way, and how working with a coach has helped him to stay grounded through the inevitable ups and downs of running an advisory firm.

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Weekend Reading for Financial Planners (June 15-16)

Kitces & Carl Ep 9: How Do You Optimize Your Practice To Maximize Your Happiness As A Financial Advisor?

#FASuccess Ep 126: Climbing The Path Of Personal Development To Partnership At A Large RIA, with Martine Lellis

#FASuccess Ep 125: The Upside Opportunity Of Finding Out Your Advisory Firm Is Being Sold, with Sabrina Lowell

17 Takeaway From Envestnet’s Advisor Summit 2019

#FASuccess Ep 123: Buying Out A Retiring Founder & Funding Future Growth By Recapitalizing With Well-Aligned, Patient Capital, With Brent Brodeski

Weekend Reading for Financial Planners (Apr 20-21)

Want CE Credit for reading articles like this?

How The Financial Planning Process Differs For Young Clients: Not Simpler, But Different Complexities

#FASuccess Ep 120: Building A Personal Finance Media Brand By Focusing On Being Your Authentic Self, with Manisha Thakor

#FASuccess Ep 119: Career-Changing Into Financial Planning By Creating A Niche Serving Your Former Profession, with Kenneth Robinson

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Want CE Credit for reading articles like this?

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Questions?