Growth, pricing, technology and talent: how successful advisory firms are built and run. Selected by our editors.
47 videos and podcasts · new this week: 20
Agency MBS sits in many core bond mandates, so a manager's read on spread levels and on where active selection might add value is relevant background for advisors reviewing fixed income exposure. The discussion of pricing inefficiencies also speaks to the case managers make for active rather than index exposure in the sector.
For wealth professionals, it frames the competitive question as less about access to information and more about how advice is applied in client conversations and decisions.
It is a practice-building conversation rather than a markets one, covering how an advisor's background and family partnership shaped her team and client base. Advisors thinking about how they present their own story and structure their practice may find the career path and client-relationship discussion relevant.
The bond segment and the mortgage-paydown-versus-bonds comparison map onto common client conversations about fixed income and debt. The discussion of home country bias and currency risk touches on portfolio construction questions advisors field from clients.
It offers a framework for explaining a sharp move in yields to clients, including which explanations the guests set aside and which they emphasise. The comparison of today's starting yields with a decade ago is relevant to how advisors frame fixed income positioning in client conversations.
It addresses the oversight and compliance questions that arise when a private fund manager puts AI into live workflows, framed from the perspective of an in-house general counsel and compliance officer.
The episode is a first-person account of a career break and a structured reentry route back into an asset management role. For wealth professionals involved in hiring, team building or their own career planning, it describes how one large manager frames that path and the issues a returning employee raises.
The episode touches on bond allocation, the trade-off between mortgage paydown and bond purchases, and international diversification with currency risk, all of which can come up in client conversations. The housing discussion may also be relevant for advisers fielding questions about home prices and higher mortgage rates.
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 wealth professionals, the episode addresses a client challenge that extends beyond portfolio construction: helping clients with concentrated stock and newly created wealth make decisions around risk, liquidity, taxes and estate planning.
It offers a practitioner's account of how a sudden health event tests an advisor's own financial and business resilience, and of what rebuilding a book of business looked like afterward. Advisors who work with clients through medical crises may find the client-conversation angle relevant.
Advisors often use client reviews as social proof, and the episode focuses on the compliance boundaries and operational friction involved in collecting and publishing them.
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 a first-person account of leaving an institutional finance role to start an advisory firm, aimed at professionals weighing a similar move. The material also covers how the charterholder designation was used for credibility and confidence, and the role of mentorship and professional networks.
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.
The conversation is framed around leadership, team culture and resilience, themes relevant to wealth professionals interested in how advisory firms build and run teams. It offers Phillips's perspective on teamwork and personal growth rather than specific wealth management content.
The episode is a short, practical discussion of how trust is established under time pressure, framed around a producer's client-like work with hosts. Advisors who deal with new client relationships may find the points on extending trust first and asking better questions relevant to their own conversations.
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 considering how risk software fits into client meetings, the video describes one consultant's workflow for risk assessment, portfolio comparison and explaining risk/return with visual metrics.
For advisors evaluating planning and risk software, the video describes one firm's workflow for client reviews and prospect conversations, along with how it uses the platform for compliance and audit preparation.
It looks at how high-net-worth clients view advisor expertise and confidence, and ties that to how firms talk about credentials in client conversations. Useful for advisors thinking about positioning and growth.
Advisors with client families may need to understand account claiming mechanics and how donated securities can change investment risk and diversification. The discussion is framed around the role advisors can play as these new rules take effect.
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.
For advisory firm leaders thinking about where to find and develop talent, the episode sets out one manager's non-degree entry route and the type of work a client-facing role involves. It is a careers item rather than a markets or strategy discussion, so its use is mainly as background on apprenticeship hiring.
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