feed - Part 49

Highlights From The 2019 T3 Enterprise Conference

November 14, 2019 07:10 am 0 Comments CATEGORY: Conferences

In the last week of October, executive leadership from numerous independent broker-dealers and large RIAs gathered in South Florida for the 2019 T3 Enterprise Conference (as differentiated from the T3 Advisor Conference that is predominantly attended by individual/independent advisors). Hosted by Joel Bruckenstein and his team from T3 Consulting Services, the two-day conference mixed networking, panel sessions, and vendor presentations, focused more on enterprise-level solutions.

In this guest post, Craig Iskowitz – CEO and founder of Ezra Group, a financial technology consulting firm – shares his signature Twitter-driven recap of the conference, which featured new enterprise-level AdvisorTech offerings, interviews with industry leaders around emerging financial planning trends, and discussions on the challenges (and opportunities) that firms face in a rapidly-changing landscape.

Craig kicks off his recap highlighting Shirl Penney’s observation that fear and inertia are preventing advisors from going independent, but notes that they're also limiting countless advisory firms who won’t let go of their legacy technology (thus keeping legacy vendors in business). Also casting a long shadow over the proceedings was the Black Friday Crash of (Trading) Commissions, which Penney predicts will lead custodians to start charging for their technology (although Craig points out that there are far more intriguing possibilities for new revenue streams… particularly for smaller RIAs).

Another major theme permeating discussions at this year’s T3 Enterprise conference was the ongoing difficulties with vendor integrations. David Ballard from Ladenburg Thalmann pointed out that firms looking to integrate technology stacks and databases experience too many headaches, and that vendors should take the lead on building those integrations amongst themselves before pushing them out to the end-user.

Other highlights included presentations from:

InterGen Data, which combines government census data with other demographic data sets to deliver unique insights into future life events that could have a significant impact on clients and their families;
Whealthcare Planning, whose platform gives advisors tools to help with challenges their aging clients are facing, including helping retirees letting go of their independence around decision-making, driving, and domicile;
BidMoni, whose FiduciaryShield aims to create a marketplace to connect advisors with service providers when supporting company retirement plans (e.g., record keepers, custodians and TPAs);
Morningstar, which introduced Goal Bridge, a financial planning add-on for Advisor Workstation aimed not at selling financial products, but at selling data and analytics instead; and;
Mike Ragunas, CIO of Cetera Financial, who presented details around their implementation of AdvicePay for their new subscription-based direct billing platform.

Ultimately, the 2019 T3 Enterprise Conference brought together a wide range of vendors and firm leaders with the goal of exploring ways to bring real value to their clients through improving the onboarding process and overall experience, while finding opportunities to increase integrations in order to improve firm efficiency and client retention. And, with the trend towards consolidation and aggregation of data and accounts, it behooves fintech providers to focus on integrations and making sure that the user experience is fast, painless, and seamless… or they can be sure that someone else will.

Weekend Reading for Financial Planners (Nov 9-10)

November 8, 2019 02:53 pm 0 Comments CATEGORY: Weekend Reading

Enjoy the current installment of "weekend reading for financial planners" – this week's edition kicks off with the big industry news that the SEC is looking at finally updating the advertising rules for RIAs after nearly 60 years, which would include allowing advisory firms the ability to use testimonials and endorsements from clients, and even highlight third-party ratings about their work with clients (while still limiting how firms tout their investment performance in particular).

Also in the news this week was an announcement by Schwab at their IMPACT conference that the firm is looking to expand its banking and lending services for advisors on their platform, the rollout of Morningstar's new Analyst Ratings for funds (that are resulting in a substantial number of downgrades for funds, especially in their higher-cost share classes), and an indication that the SEC is gearing up to crack down on hybrid broker-dealers using affiliated money market sweep programs without properly disclosing the conflict to their RIA clients.

We also have several retirement related articles this week, from the IRS' announcement that it is gearing up to roll out new life expectancy tables that will reduce RMD obligations beginning in 2021 (though the actual RMD factors may only be reduced by about 0.21%), a look at the "9 types of retirees" and their psychographic tendencies, how some firms are experimenting with virtual reality to literally help clients better visualize their future retirement (to help them change their behavior to save more), how to help clients have a more financially successful retirement not just by helping them plan for retiree health care costs but actually getting healthier to reduce those costs, and an interesting look at how the discussion of income inequality is raising questions about the nature of retirement and why "the rich" don't just retire once they have "enough" in the first place?

We wrap up with three interesting articles, all around the theme of how we work most productively and what it takes to incentivize us to do so: the first looks at a recent study that finds while we tend to believe financial incentives will motivate others, when we consider our own motivations we usually don't think it will have as much impact (raising questions of whether we overestimate the role financial incentives really play); the second explores the recent decision of Microsoft in Japan to test out a 4-day workweek (which at least temporarily resulted in a whopping 40% increase in productivity after a 5-week experiment); and the last looks at a company that is trying out (just) 5-hour work days for their knowledge workers, on the theory that if employees can really get concentrated deep work done from 8AM to 1PM, they'll accomplish as much as a full work day anyway... and be happier and better rested with all the time they have left over.

Enjoy the 'light' reading!

#FASuccess Ep 148: Building A Small-Town LGBTQ Niche While Coming Out To Your Broker-Dealer, With Laura LaTourette

October 29, 2019 07:03 am 0 Comments CATEGORY: Financial Advisor Success Podcast

Welcome back to the 148th episode of Financial Advisor Success Podcast!

My guest on today's podcast is Laura LaTourette. Laura is the founder of Family Wealth Management Group, a hybrid advisory firm in Dahlonega, Georgia that oversees $45 million of assets under management for 86 client households.

What's unique about Laura, though, is the way she's built her advisory firm to work primarily with the LGBTQ community in her rural Georgia town while navigating her own challenges of figuring out when and how to come out of the closet to her own broker-dealer.

In this episode, we talk in-depth about Laura's financial planning process. The series of four financial planning meetings she goes through with every client that includes a unique draft plan meeting, where she presents a tentative series of recommendations to clients not for their implementation, but simply for their feedback, how Laura sets her minimum of financial planning fee that's separate from what she's subsequently paid to help clients implement, and how in recent years, she's begun to refine everything from her website to her data gathering form to better speak to her core LGBTQ niche clientele.

We also talk about Laura's own journey through the financial services industry and building her firm. The way she started out trying to build a multi-advisor agency with centralized support but ultimately found it just wasn't profitable to do so, the path she took to shift away from the multi-advisor model after 10 years to operate a solo advisory firm that she's enjoyed far more, how a desire to build a succession plan is leading her once again to start building towards a multi-advisor ensemble practice, and why she recently decided to hire a new CEO to support her solo advisory firm, who specifically does not have client relationship or business development obligations.

And be certain to listen to the end, where Laura shares her perspective on why it's so important to be authentic to who you are when you're working with clients to build trust, what she's done to find support for herself through the challenging ups and downs of being a lesbian advisor in both a town and an industry that are still not very accepting of the LGBTQ community, and why she joined the Women in Financial Services organization and is now launching her own Rainbow Network to support LGBTQ advisors.

So whether you're interested in hearing about Laura's challenges (and successes) as a part of the LGBTQ community in a small town in northern Georgia, how she structures her entire financial planning process, or how she's developing a network for other LGBTQ financial advisors, then we hope you enjoy this episode of the Financial Advisor Success podast.

Differentiating Your Advisory Firm’s Brand By Finding The Opposing Category In Your White Space

October 28, 2019 07:12 am 0 Comments CATEGORY: Marketing

In the early years of the financial planning profession, advisors were able to effectively differentiate the brand of their advisory firms by relying on language such as “trustworthy”, “knowledgeable”, and even “fiduciary”, to distinguish themselves from often-poorly-trained broker-dealer and insurance company salespeople. But with the rapidly growing number of CFP professionals who provide fiduciary best-interests advice for their clients, built on their years of experience in providing customized financial planning advice, these terms no longer differentiate a financial advisor, and instead simply describe ‘table stakes’ – bare minimum requirements that any financial advisor is expected to possess. Which raises the question of how, with more and more financial advisors joining the industry or continuing to pivot away from products and into fiduciary advice, do talented advisors cope with this rising ‘crisis of differentiation’ and actually brand themselves in a way that stands apart from the rest?

In this guest post, Amy Parvaneh, Founder and CEO of Select Advisors Institute, explains the process she uses to help advisors develop an effective brand for their firm by identifying the valuable, qualitative factors that make an advisor (or their practice) unique, and targeting the right (not already overly saturated) client segment. By delving into these two key branding strategy elements, a financial advisor can create a strong, relevant message that can promote an individual (or their firm) and elicit client engagement from the exact type of clientele they’ve chosen to serve.

The first of these key branding elements is the firm’s "Opposing Category", which consists of the firm’s qualities that go beyond the mere ‘table stakes’ that all advisory firms must have, and distinguishes the advisor as unequivocally unique from others, such as a unique financial planning process that the firm uses or a specific field of expertise the advisor has.

The second key branding element is the firm's "White Space", which includes any client segments that are underserved by other competing advisory firms, which, by definition, means there would be little competition to serve such clients (and ideally, will include clients with whom the advisor would enjoy working in the first place!).

While Opposing Categories can be identified by an introspective assessment of services offered and qualities that an advisor feels are special, White Spaces are best determined by examining current client characteristics, such as demographic criteria and less frequently examined psychographic traits (which describe a client’s habits, beliefs attitudes, and values), to spot where the advisor may have already found some White Space that can be delved into further. Once the Opposing Categories and White Spaces are identified, the advisor can then create an appropriate, personal, and impactful brand, and then use the brand to synchronize the business image, marketing messages, and operations processes.

Ultimately, going through the process of developing a brand message is crucial for advisors who want to hone their existing client segment (or shift their focus to a different segment altogether). By investing the time and effort needed to develop a relevant, genuine branding message, financial advisors will find their marketing efforts are more effective, as they highlight their specific value proposition to a specific (White Space) clientele to grow a successful practice in an increasingly competitive marketplace.

#FASuccess Ep 147: Developing Next-Generation Advisor Talent With An Internal 2-Year Mentoring Program, with Jeff Dobyns

October 22, 2019 07:09 am 1 Comment CATEGORY: Financial Advisor Success Podcast

Welcome back to the 147th episode of Financial Advisor Success Podcast!

My guest on today's podcast is Jeff Dobyns. Jeff is the founder of Southwestern Investment Group, a hybrid advisory firm based in the Nashville area that oversees nearly $3.5 billion of assets under management.

What's unique about Jeff, though, is the way he's been able to develop next-generation talent in his firm, with a deliberate focus on not hiring experienced career changers or advisors with an existing book of business, but instead bringing in new advisors in their 20s and giving them the opportunity to learn alongside experienced advisors from day one in a 2-year mentoring program.

In this episode, we talk in depth about the two-year mentoring program that Jeff's firm has built. Why Jeff views it as so critical for new advisors to spend the bulk of their time sitting alongside a senior advisor in every client meeting. How they compensate their new advisors while they're effectively being paid to learn, how they split the cost of talent between the firm itself and the senior advisor who's being supported, and the tasks that they ultimately hand off to the new advisor to create value for the firm while the learning process is still ongoing.

We also talk about the marketing approach that Southwestern Investment Group has used to grow to nearly $3.5 billion of assets under management over the past 17 years. The way the firm got so deeply involved in Dave Ramsey's Endorsed Local Provider, ELP program, the effective return on investment that Jeff's firm has gotten by proactively spending money to get leads, and how Jeff handles the concern that Dave Ramsey is viewed as somewhat controversial by some within the advisor community itself.

And be certain to listen to the end, where Jeff talks about the way he structured leadership within the firm to handle the load of managing more than 100 employees, the way he involves senior advisors of the firm in leadership decisions by creating a Leadership Board, and why he continues to be so focused on attracting and retaining even more next-generation talent into the firm.

Scaling The Efficiency Of Comprehensive Financial Planning By Creating Repeatable Expertise

October 21, 2019 07:48 am 3 Comments CATEGORY: Practice Management

Social Image Scaling The Efficiency Of Comprehensive Financial Planning

In the early days of being a “financial advisor” at a broker-dealer or insurance company, having ’expertise’ meant being well-trained on the company’s products and their features and benefits. ‘Training’ at large financial services firms was primarily focused on product training (and perhaps training in how to sell those products), with the benefit that when the scope of required knowledge is fairly understood – just the features of a handful of the company’s most popular best-selling products – it takes relatively little time to train in the first place. In other words, training up an advisor’s expertise was rather simple and speedy, because the advisor just had to master the inner workings of a few select products.

In the modern era, though, as financial advice is increasingly comprehensive and holistic, the breadth of what it takes to have ‘expertise’ goes far beyond what was required in the product-centric world of 20 years ago. Yet unfortunately, the reality is that the minimum bar to become a “financial advisor” – generally, a Series 6 and 63, 7 and 66, or a Series 65 exam – is largely unchanged through this shift, built around 3 hours of regulatory exams that most can study for and pass in just a few weeks. The end result is that ‘advisors’ are licensed to provide comprehensive financial advice, with no actual requirement to have any training, education, or experience, in personal finance or advice itself.

On the one hand, a voluntary desire to improve financial planning expertise has led to rapid growth of CFP certification in recent years, with more than 5,000 CFP candidates completing the exam process in 2018, up from approximately 3,000 in 2013. Still, though, the total penetration of CFP certification is still less than 86,000 out of approximately 311,000 financial advisors (or barely more than 25%). Which makes it incredibly difficult to deliver financial planning advice efficiently… when the advisor has to research any and every question the client asks, because they lack the depth of expertise to actually know those answers offhand in the first place.

In fact, recent Kitces research on “How Financial Advisors Actually Do Financial Planning” finds an emerging “Experience-Expertise” gap, where having CFP certification reduces the time it takes to complete the first-year financial planning process by 22%, and that amongst the most experienced advisors, having CFP certification reduces the time of the financial planning process by a whopping 44%. As the more experienced the financial advisor, the more confident they tend to be, and the more affluent and complex clientele they tend to attract… which means advisors with more experience actually end out spending even more time to get through the financial planning process (despite the availability of technology, and their years or decades of experience doing it!).

Similarly, more experienced financial advisors also tend to increasingly struggle with the time efficiency of financial planning, because an increasingly complex range of clientele means an ever-widening range of complex situations that the advisor must provide advice on. Notably, though, the real challenge isn’t that more experienced advisors tend to have more sophisticated clientele with more complex needs, but that their needs are differently complex. Which means formulating a niche or more specialized expertise for a particular target clientele can not only be effective for marketing purposes, but also becomes a substantial efficiency improvement, as once the advisor researches and ’learns’ how to handle a particular complex situation, it becomes repeatable expertise for the future as well.

In addition, crafting a more repeatable financial planning process also makes it possible to improve the efficiency of financial planning by leveraging paraplanners who can do not only a portion of the back-office work in financial planning preparation, but even limited-scope portions of the financial planning meeting process as well. Such that, in practice, solo advisors who leverage a paraplanner are able to service an average of 64% more clients and generate 80% more take-home pay by better aligning the tasks being done to the skill and experience (and compensation) level of the team member.

The bottom line, though, is simply to recognize that the majority of the time spent in the financial planning process isn’t actually in the phases of Analyzing and Developing the financial planning recommendations themselves, but also in Establishing the relationship, Gathering data, Presenting the plan, Implementing it, and the ongoing Monitoring process (and the never-ending stream of financial planning questions that crop up from clients along the way). Most of which are human-to-human interactions and communication (either in-person, by video, or via email)… which means the key to improving their efficiency is not necessarily investing in the technology to better automate those processes, but instead investing into the human capital of advisors themselves with deeper and more focused expertise, and a wider range of skill levels to which various financial planning tasks throughout the process can be appropriately (and cost-effectively) matched.

FPA Selects Largest Corporate Sponsor As First Ever Vendor Representative To Become National Board President

October 17, 2019 03:25 pm 27 Comments CATEGORY: Industry News

Over the past year, the Financial Planning Association (FPA) has been no stranger to controversy. After years of declining revenues and membership levels and ongoing organizational struggles, the FPA rolled out its OneFPA Network initiative last November, which in effect would have nationalized its existing chapter system, centralizing all decision-making and budgetary control at the National level. Not surprisingly, given the FPA's history of chapter autonomy and a long-standing concern that the National organization is out of touch with its chapters, the OneFPA Network rollout met with a significant backlash from members and chapter leaders, forcing the FPA just a few months later to roll back most of its planned changes.

Yet even as the FPA National organization tries to smooth over its increasingly tense relationship with its chapters, this week as the FPA Annual Conference gets underway the organization dropped the bombshell announcement that its new and incoming President-Elect and future Chair will be Skip Schweiss of TD Ameritrade, who serves as Managing Director of TDA's Trust Company and its Retirement Plan Solutions platform for advisors. Which is significant because it means Skip Schweiss is not only not a financial planner himself (or from an advisory firm or organization that teaches financial planning, as every prior FPA president has been in the past), he will be the first-ever FPA Chair that doesn't actually hold the CFP marks (even as FPA promotes itself as the principal membership association of CFP professionals), and the first-ever FPA Chair who represents a vendor whose business is selling solutions to FPA members.

However, even more concerning is the fact that TD Ameritrade itself has been the FPA’s leading top-tier sponsor nearly every year for more than a decade, which means that, with its current "Cornerstone Partner" $200k annual sponsorship commitment, TD Ameritrade has cumulatively written upwards of $1 – 2 million in sponsorship checks over the past decade! And while it’s not necessarily a bad thing for the Board to have representation from vendors (since vendors that serve financial planners are themselves stakeholders in the FPA and the broader financial planning community), there’s a difference between having representation on the FPA board and having a non-CFP representative of a vendor (which is ‘coincidentally’ the FPA’s largest sponsor) be the President of the entire organization (that can influence, amongst other things, its policies with vendors that FPA relies upon for its financial viability).

And if that apparent conflict of interest weren’t enough, perhaps most problematic is the reality that TD Ameritrade has a history of lobbying on regulatory issues in a manner that directly opposes the FPA’s own advocacy for a uniform fiduciary standard for all investment advisers and broker-dealers providing financial advice. In fact, earlier this year, TD Ameritrade went so far as to threaten to discontinue offering services in the entire state of Nevada if the state imposed a uniform fiduciary duty on its brokers... a uniform fiduciary duty that the FPA directly supported along with the rest of the Financial Planning Coalition in its own public comment letter. Which means that, after spending a cool $1 to $2 million in FPA sponsorships over the past decade, TD Ameritrade now has one of its executives in a position to strongly influence the direction of FPA's advocacy efforts that have a history of conflicting with TD Ameritrade’s own business interests! If the future CEO of TD Ameritrade someday calls Skip Schweiss and asks him to dissuade FPA from advocacy for a fiduciary standard that harms TD Ameritrade's retail business interests, how exactly is Schweiss supposed to handle that conflict if his job is on the line?

Putting aside these deeply concerning conflicts of interest between FPA's board leadership and TD Ameritrade's executive representation, it's also notable that the FPA’s decision means, for the first time ever, the majority of its Executive Committee will consist of non-practitioners with no leadership experience within the FPA’s local chapter system. Just as the FPA National organization struggles in its chapter relations in the wake of the failed OneFPA Network rollout. And more broadly, of the newly elected slate of Board candidates, only two members even have CFP certification, one of whom is an international representative whose CFP marks are based in the Netherlands (and may not be valid here in the United States, which would actually mean the FPA no longer has sufficient representation of CFP professionals on its Board of Directors to meet its own Bylaws requirements!).

Perhaps the upcoming restructuring of the Nominating Committee, of which half will be comprised of FPA chapter leaders going forward, will provide a good first step towards unwinding some of the FPA’s recent missteps... except given that the FPA National Board has still retained the right to veto chapter leaders from the nominating committee, to veto nominees that chapter leaders select for the board, to substitute its own candidates and override the nominating committee anyway, while stacking the nominating committee with the President-Elect and President in all the meetings and the National Chair presiding over the nominating committee and casting its tiebreaker vote over chapter leaders... it's still not clear that the FPA is even serious yet about really adopting a more "participatory governance" structure in the future?

Ultimately, though, the key point is simply that if the FPA is going to get back on track and growing again - recognizing that if the FPA merely maintain its market share of CFP certifications since it was first formed, it should have over 50,000 members today, instead of barely 23,000 - it desperately needs to focus on the real needs of its chapters and the 60,000+ CFP professionals who are not currently members... and it's hard to see how that goal will be achieved by reducing chapter leadership experience on its Executive Committee, and reducing CFP representation amongst its entire Board, even as the FPA continues to try to grow an 86-chapter system while holding itself out as the principal membership association for CFP professionals.

#FASuccess Ep 146: Systematizing Financial Planning Progress For Clients With Your Own Wealth Management Index, With Ross Levin

October 15, 2019 07:03 am 1 Comment CATEGORY: Financial Advisor Success Podcast

Welcome back to the 146th episode of Financial Advisor Success Podcast!

My guest on today's podcast is Ross Levin. Ross is the co-founder and CEO of Accredited Investors Wealth Management, an independent RIA based in the Minneapolis area that oversees nearly $2 billion of assets under management for 475 affluent clients.

What's unique about Ross, though, is the way he systematized the financial planning process across the firm by developing his own Wealth Management Index that prompts clients with specific exploratory questions in each of the core financial planning topic areas and converts the results into a score that clients can use to track their progress over time.

In this episode, we talk in depth about how Ross developed his Wealth Management Index system and the relative balance of delving into the technical topic areas of financial planning, versus trying to ask the right questions to explore the client side of those issues in the first place. Why it's so important to have a systematized process both to do thorough data gathering and to track how clients are progressing in those areas, and why ultimately, Ross decided to retain the Wealth Management Index questions but to actually stop tracking clients' progress scores over time.

We also talk about the path that Ross went through in building Accredited Investors to become a multibillion-dollar RIA with more than 50 employees. The in-depth hiring process they've developed in conjunction with an outside industrial psychologist to ensure prospective hires would be a good fit for the firm's "we over me" team-oriented culture, the succession plan the firm established after losing an initial succession partner that has now brought in more than 10 additional shareholders and will eventually force the co-founders to sell all their shares over the next decade, and the personal mental shift that Ross went through in the early years to better appreciate the value of having a partner who was less focused on business development but more focused on actually building and scaling the business systems and staff of Accredited Investors itself.

And be certain to listen to the end, where Ross reflects on the challenge of trying to maintain a small firm mentality that focuses more on increasing services to clients rather than just trying to get bigger, the way the firm is aiming to leverage technology to speed up the 'fast' work so that they can have more time to do the 'slow' work of client conversations and building relationships, and why Ross believes that the most important thing for advisors to do in building their own advisory business is to figure out what they want to be first or, as Ross puts it, risk ending up with successful businesses but bankrupt lives.

The 20 Best Conferences For Financial Advisors To Choose From In 2020

October 14, 2019 07:46 am 10 Comments CATEGORY: Conferences

It was Benjamin Franklin who once famously quipped “An investment in knowledge pays the best interest”. The caveat, however, is that like any investment, it’s still important to do your due diligence in researching whether any particular allocation of dollars will be a good investment. And with the proliferation of financial advisor conferences in recent years, it has become more and more difficult to figure out which events are most likely to actually provide a good “Return On Investment” (ROI) in fruitful knowledge that advances your success as an advisor. Even if it often takes just one good takeaway from a conference that can be implemented to make the whole trip worthwhile.

The matter is further complicated by the fact that advisory firms themselves are evolving in an ever-wider range of directions, with small, mid-sized, and large firms, independents versus employee advisors, RIAs versus broker-dealers, and an ever-growing range of niche specializations… which means an objectively ‘good’ conference may be the absolute ‘best’ conference for one advisory firm (or one advisor within a firm)… yet be totally irrelevant for another.

As someone that has been speaking at nearly 70 conferences a year for almost a decade myself, I’ve seen the good and bad of our various industry events, which are spread across membership associations, broker-dealers, insurance companies, RIA custodians, product manufacturers, trade publications, private events, and more. And as a result, I am often asked for my own suggestions of what, really, are the industry’s ‘best’ conferences to attend.

Accordingly, back in 2012, I started to craft my own annual list of ’best-in-class’ top conferences for financial advisors in various categories (to allow advisors to match the available conference specialties to their own needs), and have updated it every year since, in what has become one of our most popular annual articles.

And so now, I’m excited to present my newest list of “Top Financial Advisor Conferences” for the upcoming 2020 year, broken into 5 broad categories: Go Home (to your broker-dealer, RIA custodian, or network conference); Go Local (to network at your membership association's local chapter meetings); Go Scale (whether it’s making your big advisory firm bigger, or your lifestyle practice more efficient); Go Specialize (in the various industry niche conferences for those cultivating deep subject matter expertise); or Go Broad (to one of the major regional or national association conferences).

In addition, we've also launched a new "Master Conference List" of all financial advisor conferences in 2020, for both advisors looking for a wider range of events to attend, and vendors looking for more conferences to exhibit at!

So I hope you find this year’s 2020 conferences list (and our new Master Conference List) to be helpful as a guide in planning your own conference budget and schedule for next year, and be certain to take advantage of the special discount codes that several conferences have offered to all of you as Nerd’s Eye View readers!

Weekend Reading for Financial Planners (Oct 12-13)

October 11, 2019 02:50 pm 2 Comments CATEGORY: Weekend Reading

Enjoy the current installment of "weekend reading for financial planners" – this week's edition kicks off with the news that Fidelity has not only decided after all to match competing custodians with zero-commission trades on US stocks and ETFs, but is further accentuating how it provides better default money market options and eschews payments for order flow in an even further amplification of the competitive pressures of the RIA custody model.

From there, we have several more articles beginning to explore the implications of the industry's rapid shift to zero-ticket-charge RIA custodians, including how the collapse of trading commission revenue could force RIA custodians to assess new custody fees (or else have to cut services given the lost revenue?), the way zero-commission trading may further accentuate the differences between broker-dealer platforms and RIA custodians (and further accelerate the breakaway broker trend), and the compliance issues that suddenly have emerged for RIAs that previously negotiated asset-based pricing on trades and especially those that bundled their asset-based trade pricing into a holistic wrap fee that may no longer be priced appropriately in a zero-trading-fee world.

We also have a number of articles on RIA and broker-dealer industry trends, from a look at the latest FINRA data showing that the number of brokers changing broker-dealers or switching to the RIA channel is actually declining (at least for now?), to the challenges of large broker-dealers that aren't always leveraging their economies of scale for better service to their brokers (and sometimes use their scale to negotiate better distribution agreements for themselves instead), whether the industry is starting to shift away from revenue-based compensation for advisors (and how the rise of Merrill Edge could drive the shift in large firms), and how advisory firms learning to bring in their own clients (whether by centralized marketing or inorganic acquisitions) are leading to a rise of restrictive non-compete and non-solicit agreements in the RIA channel that may even be more limiting than the wirehouse channel those independent firms criticized just a few years ago.

We wrap up with three interesting articles, all around the theme of how we find and consume good news and other content in an increasingly complex (and algorithm-driven) world: the first provides some recommendations on less-commonly-known blogs and news sites to help advisors who want to try and figure out what the market 'consensus' is (in order to identify potentially-market-moving news); the second offers up another series of blog and media site recommendations for content that will challenge you to think differently; and the last takes a fascinating look at how after nearly a decade of increasingly-algorithm-driven content recommendations, companies from Netflix to Apple are bringing back human curation to provide the contextually relevant suggestions for readers/viewers that algorithms just haven't seemed to be able to master (or at least, haven't yet?).

Enjoy the 'light' reading!