Practice management

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.

Experts break down exit strategy options and what advisers should and shouldn't do.

Don’t just say you do the right thing, show you do the right thing. Here’s how.

Advisers must act as reliable resources to protect clients’ futures and take their trust to heart.

Don’t just say you do the right thing, show you do the right thing. Here’s how.

Advisers must work to build strong sense of trust among family members.

The online face of the firm allows advisers to tell their stories and engage with potential clients.

Fidelity practice management program includes planning, funding and research aids.

Winnie Sun, of Sun Group Wealth Partners, and Paul Rand, of The Rand Group, break down the obstacles and advantages of making the switch.

Adviser gender ratios are reversed in this sector, for better or worse.