When private equity enters an RIA, the conversation often focuses on capital: capital for growth, capital for acquisitions, capital for succession, capital for technology, capital for scale. But private equity changes more than the balance ...

Most buyers know how to diligence the numbers; they look at AUM, revenue, margins, client demographics, growth rate, fee schedule, technology, compliance and investment platform. But there is another area that deserves much more attention ...

When an advisor leaves, leadership teams often assume the issue was compensation. Sometimes that’s true. More often, compensation was just the easiest thing to point to on the way out. In our conversations with advisors ...

A lot of RIAs wait too long to hire operational leadership. That’s understandable. In founder-led businesses, operations often gets handled by whoever is most capable and willing to absorb the complexity. Usually the founder. Sometimes ...

Crossing $1B AUM is a meaningful milestone. It’s also where leadership design starts mattering much more. A surprising number of RIAs reach this stage with leadership structures that are still highly founder-dependent. That’s not necessarily ...

One of the more common leadership decisions we see in RIAs is promoting a top advisor into a leadership role. On paper, it makes sense. They know the clients. They understand the culture. They’ve built ...