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11 results for “advisor management”
...management for a Fortune 100. So my role was training the newbie advisor who just got their licenses to working with the more tenured advisors and showing them some newer strategies that they could implement in their plans. And what I saw in that wid
20:15 / 21:18
from transcript20:15 – 21:18
...for an advisor to be able to do all of those things, they really need to evolve the way they do the first part of that job, which is to build portfolios. There, they're starting to rely much more on model portfolios, advice, and support. That was one
11:15 / 12:20
from transcript11:15 – 12:20
...wealth advisors, and then they can decide on the asset allocation. That's the foundation. Then you have other products and services maybe above that. You can think of alternatives. Alternatives will be not for everyone, but they're going to be for th
29:12 / 30:22
from transcript29:12 – 30:22
who who are providing the governance effectively. They're representing shareholder interests. So it's it's a checks and balances sort of system with the asset managers, you know, who are motivated by their their own interests and and desires. And so
24:40 / 25:49
from transcript24:40 – 25:49
...advisor and he took us through this brown leather financial plan, which in hindsight was a lot of canned material. Just the notion of sitting down with people, looking at them holistically and helping them achieve their goals really hit me. I ended u
8:08 / 9:21
from transcript8:08 – 9:21
And that the same management teams are in place that we hired them with because we have a responsibility to our clients as well. Then you get to the alternative space and it's a whole nother level of due diligence. Probably more risk to it. There's c
29:58 / 31:03
from transcript29:58 – 31:03
...advisors were really portfolio managers. They would develop portfolios for their individual clients. Usually, it incorporated individual equities, individual bonds, and they were really portfolio builders. If you fast forward, we're really seeing bus
10:26 / 11:38
from transcript10:26 – 11:38
...advisor and client. So our view was like, let's really focus on building enterprise product that arms the advisors with the tools to be more successful in providing client outcomes, which today is 50,000,000,000,000 plus. Only 3%
14:15 / 15:16
from transcript14:15 – 15:16
...out advisors from the full service firms to doing registered investment advisor business acquisitions. And that was really playing off of a trend, which is the RIA industry highly fragmented, meaning more than 16,000 individual RIA firms, most small
15:44 / 16:46
from transcript15:44 – 16:46
So let's I'll I'll make up a, you know, firm. RIA, risk to investment adviser firm. We'll call it, John Doe Capital. So John Doe Capital has five advisers, some support staff. They manage a billion dollars for 10 families. Let's just say they're real
38:15 / 39:18
from transcript38:15 – 39:18
And I think the challenge and we work with a lot of asset managers on sales education. These products, because you're talking about private markets, they're viewed by regulatory bodies like FINRA, which is the you know, and that the SEC has its own m
25:29 / 26:32
from transcript25:29 – 26:32
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