Corporate governance

Planners Carolyn McClanahan and Dana Anspach discuss how the client expenses work for their advisory practices as more firms rethink their approach.

The burgeoning "after loss" industry has the potential to differentiate RIAs from the competition as it fills a service gap in advisory practices, writes one of its pioneers.

LPL directors terminated CEO Dan Arnold's employment after an outside law firm found comments he had made to employees had violated the firm's code of conduct.

The change, one among several at the firm's top, follows on a year that executives have deemed one of the firm's most difficult in decades.

Financial advisors can delight their newest customers by steering them away from the typical traps, deploying new strategies and using technology, experts said.

Here are some of the key takeaways from a sampling of the many substantive discussions at Huntington Beach last week.

Best practices for each option can make the difference between success and stagnation in a growing advisory firm.

Four financial advisors and other experts speaking at last week's Future Proof conference shed light on the intersection of the wealth and accounting fields.

Most firms are limited liability corporations these days, but a significant chunk of older firms are c-corporations. Experts share the key factors involved with the options.

Today's clients are looking for planners who stand out online as they try to make sense of newly available information and tools, according to two expert panels.