Practice management

Michele Dillon, a 30-year veteran of wealth management, started in April

In J.D. Power’s annual survey, independent and employee reps gave wealth managers a higher satisfaction index than last year.

The company received $15 million to build out a platform connecting clients to financial planning, investment management and tax professionals.

The regulator’s annual industry snapshot and financial report offer a nuanced picture of wealth management’s most significant dividing line.

The two announcements hours apart came after at least 33 firms with $1 billion or more in client assets changed hands in the first quarter.

U.S. retail customers who said their primary bank met their needs for guidance gave it much higher grades, according to J.D. Power’s annual survey.

"A shifting of priorities on the part of our clients, coupled with a creative and proactive approach by our team, resulted in even stronger client relationships," writes advisor Eden Lopez.

Here's what you missed in wealth management.

After China’s crackdown on Bitcoin, some investors are worried. Advisors have ways to ease their concerns.

How the pandemic is accelerating trends in financial advice and changing the way Americans manage their money.

How to welcome LGBTQ clients, colleagues and friends by using your pronouns

The multigenerational practice decided it was time to make the move.

The lead founder of Edelman Financial Engines, the largest independent advisor in the country, has surprising lessons about selling his 'clients first' firm to private equity investors.

The 10-person practice, rebranded as Puzzle Wealth Solutions, is led by CEO John Klaas and COO David Millington.

Digital media is key for financial advisors to connect with their current clients and attract new ones.

From trying to time the market to assuming financial advice is unaffordable, investor errors are wide-ranging.

The wacky performers can teach us how to grow our businesses, writes Chip Munn.

For advisors, this structure can deepen relationships and help bring interaction with new populations and prospects, writes Marianne Caswell.

The four largest U.S. banks face investor pressure to deliver the returns of smaller rivals, but they complain that the federal deposit cap and capital rules make that difficult. So they're pouring money into wealth management, payments and digital banking to seize more market share in existing businesses and fend off nonbank challengers.

The trio of advisors leaving Commonwealth for the regional firm are its largest “reverse breakaways” ever.