Independent advisors

An example of outdated industry practices, says the chief product officer, is how some brokers still need a canceled check from a client to transfer money.

The network’s parent disclosed the results of its first year under a new accounting standard affecting the top line at many large U.S. businesses.

The six-IBD network lost advisors during a capital structure change, but its new majority owner says the predicted expansion is still on track.

Which full-service broker-dealer treats its advisors the best? Which is the worst? And when should planners shun wirehouses to strike out on their own? Career consultant to financial planners Rick Rummage lays out the options.

The firm aims to avoid disruptions for its 2,300 advisors — but the pending recapitalization comes as the space consolidates amid shrinking margins.

Succession planning, reputation and technology proved to be important in the decision-making process for these advisors.

The husband-wife team left LPL after 11 years with an eye toward its rival’s tech and service offerings.

The firm expects to add $10 million in revenue once the deal closes later this year.

The No. 1 IBD plans to offer training and education and team up with reps on outreach to officials.

Exiting larger firms can result in unique issues that need to be carefully considered.