Independent advisors

Making sure what we say and what clients hear has been a trial-and-error process, but one that’s yielded useful results.

The firm aims for a bigger foothold in a competitive sector with new offerings around tech, service, advisory programs and practice management.

CEO Dan Arnold presented details of the firm's mounting ambition after announcing the acquisition of a brokerage and RIA with $3 billion in client assets.

Firms look to attract client cash from Wall Street institutions by offering a buffet of services that cover banking and investing needs.

The five advisors with $180 million in AUM opted to bolt for the firm launched by a practice once affiliated with Triad Advisors.

There is no secret formula but there are some time-tested calculations that can reveal a firm’s productivity, or lack thereof.

As smaller firms flourish, a less sophisticated approach may become more attractive.

Retirees who use a smaller withdrawal rate may amass significant excess wealth. That can mean trouble for advisors.

The technology provider’s parent is undergoing an overhaul intended to align its subsidiaries, says CEO Eric Clarke.

The Swiss bank’s managing director says the wealth management industry is ignoring what matters most — the client experience.

Nina O’Neal is set to launch the Female Advisor Network, joining a number of planners taking diversity matters into their own hands.

The advisor trio joined the firm after its best recruiting year ever.

Career-switchers may think becoming a financial planner is an easy transition, but done improperly can pose dangers to themselves and clients.

Gauging the valuation of your business is a way of knowing the overall health of the firm. It can be a humbling process.

An example of outdated industry practices, says the chief product officer, is how some brokers still need a canceled check from a client to transfer money.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