From WealthManagement.com
Added on April 2019 in Join an RIA
0 visitor like this article | Viewed 3492 times | 0 comment
Summary: Winnie Sun, managing director of Sun Group Wealth Partners in Irvine, Calif., was just starting out as a financial advisor at Smith Barney in 2004 when she ran into one of the firm’s top female producers, who was energetic in her work while also caring for a young family. Sun told her she saw her as a role model.
From WealthManagement.com
Added on March 2019 in Join an RIA
0 visitor like this article | Viewed 3577 times | 0 comment
Summary: [Podcast] With over two decades in the wealth management industry, Jim Gold watched “the quality of life erode dramatically” at the wirehouse and felt that the window of opportunity to build something better was open. So in 2013, he left the senior leadership ranks at Morgan Stanley and along with several others built Steward Partners as a “reaction to the cultural shift inside of the traditional firms,” and with a nod to the best of “the old Wall Street model of a partnership.”
From ThinkAdvisor
Added on March 2019 in Join an RIA
0 visitor like this article | Viewed 3425 times | 0 comment
Summary: Leo Kelly left behind big firms like Merrill Lynch and HighTower to launch his own independent firm two years ago so he could customize and grow his firm the way he wanted.
From WealthManagement.com
Added on February 2019 in Join an RIA
0 visitor like this article | Viewed 3510 times | 0 comment
Summary:[podcast] The acceleration of advisor movement, particularly to the independent space, and the proliferation of a hyper-compliant culture within the walls of the big brokerages is keeping people like attorney David Gehn very busy these days.
From WealthManagement.com
Added on February 2019 in Join an RIA
0 visitor like this article | Viewed 3722 times | 0 comment
Summary: [Podcast] Like many other advisors who chose to go independent, Michael Henley found himself at a point in his wirehouse career when his professional life became more about “jumping through hoops” for the bank, than it was about doing what was best for his clients. The culture had changed enough that he felt his ability to conduct business in a way that was “objective and conflict-free” was no longer possible.
