Practice management

Focus on the numbers when talking about risk.

While discount pricing can create confusion, these funds can also create opportunities for clients to unlock long-term cash flows.

It may not be sexy, but thoroughly reviewing a client’s estimated income and expenses is key, says contributor Paul Norr.

Independent advisers need to redefine their service to factor in the intrinsic values they bring to clients, says TD Ameritrade Institutional President Tom Nally.

See which independent broker-dealers generated the most revenue from fee-based accounts.

"The business model of the asset management industry is really archaic," says Scott MacKillop, founder of First Ascent Asset Management.

Good work never gets old: How to make the most of younger workers’ unique traits.

A younger adviser sees the benefits in working side-by-side with technology.

Their low or no upfront costs can bite down hard on an adviser’s future profits.

A former Morgan Stanley adviser and medalist in swimming offers tips for keeping long-term objectives on course.

No adviser alone can be an expert for all clients' needs. Here’s how to build a network of fellow professionals, influencers and experts.

These firms grabbed the top spot when it came to rapid growth.

Changes in consumer behavior means demand and acceptance of financial advice has changed dramatically, says Deloitte consultant Gauthier Vincent.

Planners born since the 1980's are looking for tech advancement, structure and other key characteristics at their workplaces.

Once clients form concrete goals, some discover they need to shift their financial plan.

Recent research shows how advisers work and how they like to communicate.

Median operating profit declined more than 6 percentage points in 2015.

Clients expect their emails and texts to be responded to nearly instantly, says Earl Jefferson, founder of Texas-based advisory 7th Harvest Investments.

Families need reassurance that their money can last, says Michael Bapis of the Bapis Group.

The leading IBD cut a top consulting division that catered to its largest firms and set up potential conflict between groups of advisers: those in and out of OSJs.