Growth, pricing, technology and talent: how successful advisory firms are built and run. Selected by our editors.
74 videos and podcasts · new this week: 21
It offers a look at how a large, team-based advisory practice describes its operating model and client approach, plus one practitioner's view of where AI fits and does not fit in the workflow. Useful for advisors thinking about team structure, client communication and technology posture.
It is a peer-level account of how a large advisory practice organizes people, roles and client service across a multi-partner firm, rather than a product pitch. The AI remarks give a sense of how one practice leader is framing the technology question for advisors.
For advisors who use or consider tax-aware strategies, the discussion focuses on client risk tolerance and the due-diligence questions raised by greater IRS attention. It frames tax savings alongside the financial and personal costs of scrutiny.
It offers a financial planner's checklist for starting estate planning and flags beneficiary updates after major life events, both common topics in client conversations.
It is a practitioner account of using YouTube as a client acquisition channel, which may interest advisors weighing content marketing against other growth routes. The episode focuses on the creator's own experience building an audience and converting it into advisory prospects.
For wealth professionals interested in firm leadership and career progression inside a single RIA, the episode focuses on how one CEO moved from intern to top executive. It also addresses management, business development, scheduling, equity ownership and career development within an advisory firm.
For wealth professionals, the episode focuses on the client-relationship side of advising rather than technical or market content. It frames the advisor’s guide role as a practice issue tied to empathy, self-reflection and referrals.
For wealth professionals, the episode ties AI adoption to practical operating questions such as data ownership, vendor relationships and cybersecurity. It also raises deal-agreement awareness and questions about the credibility of advisor rankings.
Advisors can hear the questions institutional investors use to judge wealth management firms, which may inform how they assess the platforms, partners or firms they work with. The episode frames firm economics and growth quality from an investor’s perspective rather than an advisor’s or recruiter’s.
The episode focuses on the gap between the financial life a client says they want and the one they lead, which is the terrain advisors work in when coaching client behavior. It also raises whether this work needs a financial therapist or can be handled through self-work and introspection, a question relevant to where an advisor's role ends.
For advisors running a firm, online reviews can serve as social proof in a trust-sensitive business, but the episode focuses on the compliance issues that come with collecting and publishing them. It may be useful for those weighing a review strategy against marketing-rule requirements and common pitfalls.
It is framed for advisors thinking about how to define a niche and communicate their value to clients.
The episode focuses on the mechanics of the prospect conversation — listening, reflecting concerns, and the transition to a second meeting — which is where advisory firms convert interest into relationships. It also touches on how leadership shapes the discovery process and how an advisor's value story is told.
For wealth professionals thinking about advisor training or AI adoption, the episode links both to firm operations, content strategy, and the client experience rather than technology alone.
Fee questions come up in nearly every advisory relationship, and the episode offers a concrete approach to the conversation plus a way to frame ongoing value. It also touches on how a steady flow of prospects affects an advisor's confidence in these discussions.
For advisors weighing a sale, the episode focuses on the terms behind the headline multiple and on what life after a transaction can look like. It also covers buyer types and how preparation and representation factor into evaluating options.
For advisors with clients who have eligible children, the episode outlines account mechanics and planning questions around claiming accounts, contributions and donated securities. It is grounded in a specific policy change rather than a general planning topic.
It raises a question advisors are already confronting in their own workflows: if software handles the information side, what is left for the advisor to sell. The description points to the client relationship and behaviour side rather than tools or implementation.
For advisors weighing how to add capacity and protect founder time as a firm grows, the episode discusses outsourcing and client headcount decisions at a two-founder, $150 million firm.
For wealth professionals interested in improving client meeting process and communication, the episode offers a detailed look at pre-meeting preparation and the opening minutes of a client conversation. It is grounded in the specific routines and messages the hosts describe.
For wealth professionals focused on firm growth, the episode discusses lead-generation math and business-building steps for advisors targeting $1M per year. It also gives the host's own business numbers as an example of why lead requirements may be underestimated.
For wealth professionals, the episode frames position sizing and trimming as risk-management decisions rather than simple buy or sell calls. It also connects index concentration and AI capital spending to portfolio construction conversations.
A wealth professional may want the discussion because it examines how a custodial minimum can affect smaller RIAs and the competitive landscape among custodians.
Advisors weighing a move, or advising clients who are, get a data-driven read on where wirehouse talent went in the first half of 2026 and which firms were net winners or losers. The discussion of team departures, independence versus employee models and recruiting economics speaks directly to how advisory businesses are being competed for.
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