Today’s independent financial advisors face an endless array of opportunities (and challenges). The key is to identify impediments before they arise and to develop strategies for tackling the issues that present the greatest opportunities for improvement and growth.
There are four main challenges essential to the success of your business:
Topics: Compensation, Succession Planning, Acquisition, Business Growth, M&A, Next Generation, Talent Recruitment, Enterprise
In our first book “Succession Planning for Financial Advisors,” founder David Grau Sr., JD recounted one advisor’s early succession journey, including his ownership team’s bumps and triumphs as they executed the first tranches of their plan. Today, David circles back to provide an update on the successor team and all they’ve accomplished in six short years:
Ten years ago, around 2009, the founder and sole owner of Diversified Financial Consultants in Wilmington, Delaware, hired a local business attorney to help him develop a succession plan for his financial planning practice organized as an S-corporation. Calling on a practice’s local business attorney is a common starting point, and interestingly, it seems to be a common failure point when attempting to mesh the goals of the founder and next-gen advisors.. In this case, the founder’s attorney strongly suggested that in order for the founder to maintain full and unfettered control, the best course of action was a phantom-stock plan.The first draft was professional and thorough. It was also rejected out of hand by the team of prospective owners – they wanted to be real owners and investors in the business they were helping to grow.
Topics: Succession Planning, Multi-Generational Ownership, Next Generation, Sustainability, Enterprise
The sustainability of financial services businesses depends on the incorporation of new talent. The demand for next-generation talent continues to increase as longevity, continuity, and staying competitive become top priorities for many financial advisor-owners.
Next-generation advisors are in a unique position to leverage their generational experiences and opportunities that influence business value to carve out their ideal career path.
The demand for financial advice is growing faster than the number of financial planners available to provide it. Household assets are increasing and the number of households with over $200,000+ in income has increased 10% in the last two years and is expected to climb.1 Along with accumulating their own wealth, younger investors are set to receive inheritances from their parent’s generation. The need for asset management is further exacerbated by the fact that the average age of financial advisors trends older so many are set to slow down or retire over the next ten years.
The battle for talent is upon us and it is important to recognize that as a next-generation financial planner, you have more career choices than ever. You can start your own business, or seek employment at a broker-dealer, bank, wirehouse, or RIA. Even those choices have many options within themselves. For instance, in terms of joining an RIA, 15 years ago, small firms were often the only option. Today, you can work for a smaller regional enterprise, a national company with hundreds of advisors and staff, or an RIA somewhere in between.
Topics: Succession Planning, Multi-Generational Ownership, Next Generation, Sustainability, Enterprise
In this Roundtable Talk, the next-generation ownership of FP Transitions discuss their own experiences in taking the mantle to shape the team and future of the business. They explore hiring for cultural fit and potential value, the definition of “ownership mentality,” and how they might identify potential G3 leaders in the generation beyond their own.
Watch a short clip below and click here to watch the full, unscripted discussion.
Topics: Succession Planning, Next Generation, Talent Recruitment, Enterprise
In the October 2019 issue of the Journal of Financial Planning, FP Transitions' Christine Sjölin, VP of Strategic Development and Operations, contributed her article "Lay the Foundation for the Next Generation of Ownership." The article discusses the importance–and challenge–of seeking out and recruiting next-generation talent in the financial services industry. Christine explores implementing internship opportunities to recruiting new advisors, strategies for talent retention, and how to incorporate ownership opportunities into your compensation structure.
Read her full article, "Lay the Foundation for the Next Generation of Ownership," now at onefpa.org
Topics: Succession Planning, FPT in the News, FPA, Next Generation, Talent Recruitment, Sustainability, Journal of Financial Planning
We all know what an entrepreneur is. Many independent financial advisors would likely identify themselves as an entrepreneur.
Many entrepreneurs worked 18-hour days to get their business off the ground and wore all the hats in the company–CEO, Marketing Director, H.R. Manager, IT Coordinator, Bookkeeper, and Visionary. They are their own boss. They create new things. They continuously solve problems. They have initiative. And, importantly, they can tolerate risk more than most people.
A lesser-known term is "intrapreneur."
Topics: Succession Planning, Business Growth, Next Generation, Sustainability, Enterprise
Ahead of FA's 2020 Invest in Women's Conference in April 2020, Michaela G. Herlihy shares important insight and actionable advice for making the transition from employee to owner. She covers identifying and Implementing proper policies and procedures, creating a business plan, leveraging a skilled team of professionals, incorporating your key employees in strategic planning, and the importance of having a plan for the transition (that's where we come in).
Read the full article, "Roadmap to an Internal Succession Plan," at FA Magazine.
Topics: Succession Planning, FPT in the News, Next Generation, Sustainability, FA Magazine
As a next-generation advisor, pursuing ownership as part of your career path is an important decision. Business ownership requires a variety of skill sets and comes with both benefits and responsibilities that go beyond the role of advisor. Before you consider asking for ownership from the existing owners of your firm, you need to demonstrate that it is not only something you are capable of, but something you have earned.
Starting with these four steps as early as possible will help you build a strong case for ownership:
Topics: Succession Planning, Multi-Generational Ownership, Next Generation, Sustainability
In our newest Roundtable Talk, Elite Client Consultant Kem Taylor and President David Grau Sr., JD, discuss the importance of time when it comes to planning, executing, and evolving your succession plan. During the conversation they cover examples of how FP Transitions has helped business owners navigate any changes to their plan including accelerating the timeline, adjusting the next-generation ownership team, and falling back to “Plan B”–selling the business.
Watch a short clip below and click here to watch the full, unscripted discussion.
Topics: Succession Planning, Next Generation, Talent Recruitment, Enterprise
As more wealth management businesses look to internal succession, more new owners are being created. As a next generation advisor, you should consider whether ownership is the right path for you, and it is important to understand what ownership entails. Owners of a privately-held business, even with a minority position, enjoy several rights and privileges in exchange for their investment in the company, but they are also responsible for meeting certain obligations.
The following rights and responsibilities apply to all owners whether the business is a corporation governed by bylaws or a limited liability company with an operating agreement.*
Topics: Succession Planning, Multi-Generational Ownership, Business Growth, Next Generation, Sustainability