LPL Financial

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 No. 1 IBD is pitching advisors on the merits of its offerings — but rivals have also added major teams from its ranks.

The No. 1 IBD’s efforts display opportunity amid the shortcomings of an industry still lacking measurable data from some of its largest firms.

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

The No. 1 IBD is reaping the benefits of learning the lesson that it “can never move away from the advisor,” according to its head of business development.

With competition heating up, the IBD is offering advisors better technology and higher pay.

Under the deal, private equity-backed Wealth Enhancement Group would make its 10th acquisition in the past five years.

CEO Dan Arnold pledged new tech-enhanced support for advisors as part of a larger cultural transformation.

The No. 1 IBD requested that other variable writers “contractually reaffirm their commitments to protecting trails,” an executive says.

The leak included information on about 12,000 advisors who are clients at LPL Financial.

Private Advisor Group unveiled a new team with $175 million in client assets, while Integrated Financial Partners says it grew by $900 million in 2018.

The leak affected advisors who do business with the asset manager’s iShares ETF unit.

An analyst expects “solid” recruiting figures for the fourth quarter after the No. 1 IBD added the five-advisor group plus an ex-Raymond James bank program.

The retirement plan-focused group’s new OSJ had left the No. 1 IBD in 2017 and will grow to 160 advisors under the move.

Private Advisor Group is “cautiously optimistic” it could recruit a dozen teams with about $500 million in AUM each this year, an executive says.

Advisors report what they love — and hate — about tech at companies holding client assets.

The No. 1 IBD is marshaling transition assistance, technology and other resources toward recruiting success across the firm and its bank channel.

The advisors joined the firm’s employee and independent broker-dealer units.

“I don’t want to call a helpline, I want a partnership,” the advisor says of her move to the firm, which expects to hit record gross recruited production.