Practice management

Three experts on building a valuable business that is attractive for sale

It's not uncommon to feel unsure, but there are many things you can do — and people you can lean on.

A retired Air Force pilot turned CFP says advisers should take a closer look at armed services personnel, and be aware of their unique needs.

Adviser Greg De Jong talks about his successful merger with another firm.

Adviser Dan Moisand was surprised by the decision not to delay the fiduciary rule further. But he wasn’t put off. Here’s why.

Whether the plan is to groom from within or look outside, keep these tips in mind.

Serving a client’s best interest means focusing on fewer households. Staying profitable means choosing the right ones. Editor Lee Conrad talks with LPL exec Arthur Osman about segmenting a book of business.

Scottrade and Schwab fell out of the top three, while Capital One Investing led a retail bank surge in the J.D. Power report.

The group opted to join HighTower, which has added nine teams so far this year.

Most fortunes disappear by the time grandchildren have taken control.

Comprehensive valuation gives a picture of the present and helps build strategies for the future.

Preventing attrition is worth the extra effort to keep the practice healthy for succession.

It’s a good source for an honest critique, especially when a client might be hesitant to give one in person.

Fee-only advisors should view it as a way to help more people rather than a sales exercise, according to one consultant.

Robert Goff discusses how to maintain culture without generating conflict.

Identify seasoned advisers who can be trained to become the next generation of leaders.

The OCIE is suggesting best practices for firms to protect themselves.

As second-story advisers, they can focus on servicing their books without the burden of helping the branches with training and sales development.

Getting them right can be the key to a pain-free succession.