Practice management

Envestnet CEO Jud Bergman says experts plus machines deliver better outcomes than experts or machines alone.

From fiduciary to robos to marketing: A close look at advisers’ top concerns and how their budgets have changed year-over-year, from TD Ameritrade’s annual survey.

Recent announcements from the bank open an opportunity for CEO Timothy Sloan to take a public leadership position on the issue of financial industry compensation.

Shannon Pike will concentrate on bridging adviser communities.

The regulator plans to ramp up scrutiny of bad brokers and electronic communications, among other new measures.

That's just one solution among several that will help prepare your firm for success now and in the future, columnist Bob Veres says.

Exclusive: Advice Period, the newest RIA platform model, offers star power and IBD qualities. Is it enough?

Policy owners who take out loans may need a rescue — but not all life preservers are created equal.

The planner, joining from Robertson Stephens, also has worked for UBS and Merrill Lynch.

High-value targets include client names and account numbers. Protecting the information can also protect an advisory practice from regulatory penalties.

Succession planning is thwarted by most bankers' high-handed attitude that they own the client relationship. Realities on the ground are more nuanced.

The bank implemented the program to compensate advisers as they transition their books to other advisers, while ensuring that their clients are left in good hands.

Advisers at a bank may have to shift to another channel for a few years before retirement, says contributor Rick Rummage.

When advisers quit, banks lose revenue even when they hire replacements. The present value of that lost revenue averaged $2 million, according to a study by Kehrer Bielan.

New call analysis technology can dissect a conversation and actually flag if a representative is using throwaway words such as "like" or "um" too often.

The executive suite transition has been years in the making.

There are limits to how much clients can contribute — exceeding these thresholds can result in costly penalties.

Having lost AUM over the past year, advisers are investing time and resources in new engines of growth.

Why advisers should use age-banding to plan for retirees’ spending levels to flex and adjust.

This approach to planning remains a strong way advisers can add value for clients.