In a multi-generational business, ensuring everyone is aligned in their priorities and expectations will limit disruption as you implement business enhancements and strategic growth. Misalignment, on the other hand, can quickly destroy your growth plans, including succession planning, expanding service offerings, business foundation enhancement, and acquisition opportunities.
As a next-generation professional with career sights set on ownership, you need to tap into your tenacity and communication skills to ensure a successful journey. There are certain situations that can turn into roadblocks unless you keep your eyes and ears open. These can be managed as mere bumps through forethought, transparency, and adaptability.
Assembling a talented succession team and committing to a long-term partnership are important and weighty decisions. How will you know who will make a good partner? What traits suggest that someone will make a successful owner? Much of that depends on your own values and priorities, but there are a few key indicators that are prevalent in the teams we've worked with.
As a talented, next-generation professional in a growing firm it is important to understand how synthetic equity vs. actual equity buy-in can benefit you as you make decisions about your career path. Synthetic can temper financial risk, help you maintain control and flexibility, and open access to ownership-like benefits for non-licensed team members.
Guidance for next-generation talent for breaking through common succession reservations and helping their businesses get started with internal succession. By preparing yourself for the role, educating yourself on the process, and initiating the conversation you can help your business take important steps towards securing sustainability while reaping the rewards of ownership in a growing enterprise. Originally aired Sept 16, 2020.
The financial obligation of purchasing ownership in the business can enhance an already strong sense of duty to the organization and can pull the bigger picture into focus. As an owner you're no longer responsible for just the projects on your own desk, but for the performance and success of the business as a whole.
As industry leaders in designing and facilitating internal succession plans for financial advisory firms, the leadership team at FP Transitions has its own talented, multigenerational ownership team in place. Our next-generation leaders have unique strengths and perspectives that keep our business constantly innovating and growing. In this video, our next-gen ownership team shares their advice for new and prospective next-generation owners.
Leverage what makes your practice unique to attract and retain next-generation talent. In a competitive marketplace, developing and executing a clear recruitment and retention strategy to build the right team may be the most important investment you make to grow your business. Through the 3Rs–recruit, reward, and retain–you can successfully build a next-gen team that will help transform your business into a sustainable enterprise.
Synthetic equity can enhance your ability to recruit, reward, and retain talented advisors and support staff, and offers key economic benefits of ownership, without actual stock changing hands. It is an innovative set of tools that should be considered by every independent financial professional–especially in challenging times. Originally aired April 28, 2020.
Understanding available compensation strategies and how they work together can help you can build and retain the right team for business longevity and growth. It's critical to balance role-based wages, performance-based bonuses, and equity-based profit distributions for all members of them–including owners–to encourage performance and create profit. What you pay someone is not as important as how you pay them. Aired February 2, 2021
With all of the modern tools for practice valuations and equity management solutions available, some financial advisors still choose to use revenue splits, or a revenue-sharing arrangement, as a makeshift succession plan. For a practice owner, this can be a poor and shortsighted business decision.Revenue splits encourage the eat-what-you-kill strategy and drive an individual’s book of business rather than support the practice as a whole.
One of the key hurdles to completing internal succession is financing the transition. As a next-gen advisor seeking ownership, understand how the alignment of compensation creates profit will allow you to leverage the equity to finance your buy-in. Educate yourself on the process to facilitate your founder's progress and to be a part of creating a financial structure that supports the vision and future of the business.
Revisiting a thriving successor team six years later to check in on their accomplishments and the future growth they’ve set their sights on. Empowering a successor team that YOU trust fuels their drive to accomplish incredible growth, elevate the business, and carry a legacy beyond the foreseeable future.
As a next-generation advisor, before you ask 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. There are four critical steps to take in your early career to jumpstart your path to ownership.
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 next-generation talent continues to increase as longevity, continuity, and staying competitive become top priorities for many financial advisor-owners.
Ownership allows you the freedom to create your own work environment, shape client experiences, and enjoy financial rewards. As with any small business, however, there are ownership rights and obligations that should be considered and understood. This post explores important aspects of being part of an ownership team. It explores key areas such as decision making, transparency, finances, and investment in the context of both benefit and responsibility.
Broaching the subject of ownership is a growing concern for young advisors, but it’s also an intimidating one. The ask is a big one, and it requires preparation. A young advisor should come to the conversation with clear achievements and goals that align with the business. This post explores the dilemma of asking for ownership and offers practical advice on how to accomplish the task and be more confident in the ask.
Sellers are often reluctant to reveal exit plans to their team because they aren’t sure how the sale will pan out or how the staff will feel about the change. While it’s important to be sure of your decision before announcing your plan, looping your staff into the process can increase your success and impact deal terms, buyer selection, business valuation, and client retention
During a job interview with a potential firm you will have the opportunity to ask your own questions about the business and the team. Asking the right questions shows you are intelligent and engaged, in addition to providing you with critical information to help you make the right choice for your career.
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.
A sustainable business is financially strong, has a long-term plan for continued growth, and is structured to last beyond the career of any one owner. Sustainability is about more than just the succession of ownership, it's about creating a business of trusted advisors that will carry on, continue to grow, and, most importantly, be there for clients when they need it most.
FPT experts discuss the process of going from next-gen advisor to next-gen owner. They discuss the importance of tapping into individual talents to create a stronger business, as well as the importance of clear communication between generations for a successful integration.
with guest Colleen Jordan Hallinan, Qii Consulting
In this first in a series of special Roundtable Talks, Colleen talks about her own journey to life after advising, and how finding the right people to take over the business made all the difference.
Choosing a successor who is a part of your family doesn’t mean the process becomes 10 times easier. It requires the same careful planning to ensure ownership of the business ends up in the right hands. Tom and Paul Morrone have always been a close father / son unit, but that didn’t mean that Paul wouldautomatically take over one day. Tom instisted that Paul earn his ownership.
Michael Lutz understood that acquisition was a viable and smart path for growing his business. He wasn’t just looking to gobble up as many practices as he could, however. He also understood that if he chose his targets strategically, he could not only grow his business, but he could ensure its legacy by pairing acquisition with succession as a vehicle to recruit and retain Generation Two talent to his firm.
A large percentage of advisory practices have built in “fracture lines” by using a revenue-sharing arrangement to compensate multiple professionals in one office. In the independent sector your focus should be on creating a team of advisors that work together—compensated for contributing to an supporting a single enterprise—rather than individuals building their own books and leaving the practice with the clients and cash flow they’ve generated.
with guest Colleen Jordan Hallinan, Qii Consulting
In this second Roundtable Talk with Colleen Jordan Hallinan of Qii Consulting, she shares ways to identify different personality types and work styles. Harnessing each individual's unique strengths creates a team that promotes the success of the business as a whole.
Balancing growth and profitability comes down to compensation structure and the equity pathways created. The profits generated through properly structured equity pathways are a catalyst for growth and the means to accomplish long-term strategic objectives including recruiting new talent, internal succession, and acquisition.
Greg Hoffman found the best match for his business when he added Ross Lawrence to his team. Ross shared Greg’s commitment to the community and the people of Nevada, MO. Three years later they embarked on their succession planning journey with FP Transitions. Valuation in hand and succession options laid out, Ross and Greg chose the accelerated path with the help of bank financing.
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Recruiting and developing a skilled team of advisors can be a daunting challenge for the owner of a financial advisory practice. Doing that, however, is only half the battle. Once you’ve chosen and trained your next generation how do you hold on to them? How do you keep them from opening up shop across the street? Create an ownership track and make the opportunity available to the best on your team.
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It may be tempting to think that simply granting stock or ownership to a key employee would be an easy way to achieve succession. But the tax implications and potential issues this causes should be carefully considered.
When it comes to securing your legacy and choosing your successor, instead of looking for an entrepreneur like yourself, shift your search to intrapreneurs. Intrapreneurs are more likely to wear one or two specialized hats. They can see the "big picture" and demonstrate an ownership mentality. They are focused on driving improvement within a company rather than starting up a new one.
Our book, Succession Planning for Financial Advisors, written by our President and Founder, David Grau Sr., goes indepth into internal succession planning. It answers the question: How can a formal succession plan perpetuate business growth and income streams beyond an owner's lifetime
Mergers create an opportunity for two or more practices to come together, combining staff, strengths, and cash flows, expanding virtually overnight into a larger, stronger business. In this white paper you will discover how different mergers can work for you plus a comprehensive strategy for executing a successful merger.
This Roundtable Talk explores the internal succession and describes how both the succession process and business growth can benefit from multigenerational experiences and knowledge from all owners. Additionally, we look at other factors that help the succession planning process, including helping next generation advisors understand the benefits and responsibilities of ownership.
FPT Elite Client Consultant Kem Taylor shares her thoughts on Caleb Brown’s Book Successful Hiring for Financial Planners: The Human Capital Advantage. She highlights the most impactful sections and how advisor/owners can best utilize Caleb’s advice to grow their own staff, and with it, the business as a whole.
The M&A marketplace is becoming increasingly competitive. Businesses need a strong value proposition to step away from the crowd. Owners who have taken steps to build their enterprises are in the best position to leverage their unique business aspects to access more growth opportunities including acquisition and merger partnerships.
Today’s independent financial advisors face a daunting array of opportunities (and challenges). The key to harnessing ownership opportunities is to identify impediments before they arise and develop strategies for tackling the issues that present the greatest opportunities for improvement and growth. Discover actionable guidance for seizing ownership opportunities and facing challenges head on.
Advisors commonly think of a merger as the statutory combination of two entities, but it’s better to think of the merger process as the combination of two or more advisors’ strengths, client bases, and cash flow streams. The transactions boost productivity and create tax benefits while reducing or eliminating weaknesses and inefficiencies. A merger can facilitate many growth and business goals including: integrating internal succession, facilitating acquisition, and expanding reach.
Our Rod Boutin, J.D. and Ericka Langone, J.D. discuss the uniqueness of each merger transaction using three real life examples from the FP Transitions portfolio. The examples range from a complex 3-way, multi-owner consolidation, to a more common combining of efficiencies and resources, to a planned merger as continuity for two small businesses.
Building a sustainable business and incorporating new talent into your ownership structure is a process that takes planning and monitoring. With so many moving parts including multiple parties and expectations, the process is bound to see some bumps. A course correction can come in the form of accelerating your plan, incorporating more owners, or, in some cases, falling back to Plan B. This post focuses on how to prepare for these situations and how to change course quickly, if needed, to preserve realized business value.
A buy-out loan can accelerate your exit plan, while a partial buy-in loan can facilitate your staged-succession. Both are designed specifically for financial advisor to reduce risk by moving the financing responsibility from seller to bank.
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Family businesses have a unique set of challenges, the best way to turn these hurdles into advantages is through preparation, proper structures, and ultimately keeping the interests of the business and the clients top of mind when choosing the next leader of your business.
Elite Client Consultant Kem Taylor, CBEC, and President David Grau Sr., JD, discuss the many paths succession plans can take as well as offer several examples of how business owners are navigating their plan adjustments including accelerating the plan, adjusting the next-generation ownership team, and falling back to “Plan B”–selling the business externally.
Experts Rod Boutin, JD and Ericka Langone, JD explore preparation beyond determining value. They highlight the importance of reconciling the expectations and goals of all parties, the considerations that may warrant an assigned premium share value, and the benefits of a holistic approach to the entire merger process.
Independent financial advisors face an almost overwhelming set of challenges, but with challenges come opportunities. These opportunities and challenges are often interconnected and fall into areas of mergers & acquisitions, growth & profitability, talent retention, and succession planning.
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FPT transactions experts Rod Boutin, JD and Ericka Langone, JD discuss common areas of governance and control that many owners (existing and future) have concerns about during any (re)structuring or additions to the ownership of a financial services business.
Unexpected circumstances forced Floyd to quickly reduce his work hours at his firm, Cornerstone Wealth, from 45 to 20 hrs a week. Too young to retire, Floyd incorporated existing staff into the ownership structure to ensure his business not only survived, but thrived. In this client success story the team discusses the transition and their new ownership mentality.
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FPT Experts Ericka Langone, JD and Eric Fettig discuss the benefits of proper entity, including liability protections, governance for business leadership and operations, structure and value for future ownership, and tax treatments that make sense for your specific enterprise.
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Marcus Hagood and Douglas Kreft, focus on the opportunities robo advisors present for financial advisors to emphasize their value proposition and expand their client bases. With investment management technology at investors’ fingertips, are we seeing a precursor of a larger threat to advisor services in coming years?