Independent advisors

The two advisors generated about $1.5 million in annual revenue, according to the No. 3 IBD.

The deal is only the first step in a major growth plan, according to the acquiring firm’s founder.

ACG Wealth’s affiliated IBD has also added teams from LPL and Merrill Lynch. Its CEO says the firm is just getting started.

The math works: Banks get a boost to their growth plans, while independent advisors get one more option for their succession planning.

Two Securities Service Network advisors have purchased 15 firms over a decade, and they plan to buy several more this year.

At least three dual practices with nearly $1.5 billion in client assets have left since the No. 1 IBD unveiled the new guidelines.

The No. 9 IBD has emerged as one of the major players in a tough recruiting fight after the massive acquisition.

CEO Bob Oros says the firm is focusing on recruiting more experienced advisors, among other changes at the No. 19 IBD.

The No. 13 IBD’s hybrid RIA subsidiary also unveiled the results of its record recruiting push.

The IBD network has retained Goldman Sachs for a structural review that could have major implications.

An advisor who is a former ballplayer set ambitious goals for 2021 with an alternate take on the hybrid strategy.

A FINRA arbitration panel concluded that the No. 1 IBD made false and defamatory statements in its U5 filings.

The CEO of the firm’s parent says it expects to trim hundreds more advisors from its ranks over coming months.

The high-net-worth and ultrahigh-net-worth segments are growing globally “faster than we can grow advisors to cover them.”

Artificial intelligence, digital privacy, health care and geopolitics will impact clients in "deeply personal" ways in the next decade. For advisors, that’s a huge opportunity.

The firm is tapping a pool estimated by LPL to be as large as 1,200 brokers with $35 billion in client assets.

Don’t worry about technology replacing advisors. On the contrary, use it to help fix the advisor shortage.

Private Advisor Group reported impressive growth even as other practices of its kind have left the No. 1 IBD.

Changes to how the group educates advisors is just one of the many transformations in the offing.

Robert Moore’s view sets him apart from other executives who argue that new talent will replace low producers.