Amanda Schiavo

The firm says it’s working to increase the number of women in leadership positions.

Advisors share client anecdotes that made them stop and say “huh?”

Nearly three-in-four advisors (73%) do not have a succession plan in place.

Advisors say they are becoming more dissatisfied with the way wirehouses are managed.

By the end of June, the Raymond James-affiliated firm says it will surpass its new partner additions for all of 2017.

Wealth management allows veterans the chance to help each other in a meaningful way.

As the first woman executive at Carson Group, Teri Shepherd made it a priority to increase the number of women advisors at the firm.

Keith Apton got his first taste for finance while still in college.

As head of the Fiduciary Trust’s New York division, Paulina Mejia in charge of growing the firm’s private wealth business in the region.

A chance encounter in an elevator set Merrill Lynch advisor Adam Rosenfeld on a new path.

A “broad blended skill set" is part of what Voya Investment Management CEO Christine Hurtsellers says helped her become a better leader.

More advisors can’t ignore the call to go independent.

This debt “can hurt their ability to take on long-term financial planning because they are concerned with reaching a zero point,” says one therapist.

Scheduling freedom allows for more time with the kids, say those in the industry.

Chris Fils was once one of the wirehouse's youngest branch managers.

Christopher Davis oversaw more than 190 brokers operating from eight offices while at Wells Fargo, according to his new employer.

"Being a program manager allows me the opportunity to be the player/coach and the time to help others get better at what they do,” says Pinnacle Bank's Gary Collier.

The uncertainly of regulation and their own survival is at the root of advisors’ stress, but there are also some positives of the job.

Wirehouses have been seeing a decline in their advisor headcounts.

Wirehouses are losing talent as advisors look to escape bank-owned firms.