Added on July 2015 in M&A Issues
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Summary: Integrating a swashbuckling, entrepreneurial wealth management firm into a staid, buttoned-down private banking culture isn't easy: just ask Boston Private Bank & Trust.
Added on July 2015 in M&A Issues
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Summary: The combination of two firms, regardless of their respective sizes at the time of partnership, is a critical action in your firm’s life cycle. And to forge a successful union, you must consider many variables.
Added on July 2015 in M&A Issues
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Summary: Technology-related expenses are one of the largest controllable operational expenses for every RIA, second only to staffing, so there are bottom line benefits to consolidating and getting the integration right.
Added on July 2015 in M&A Issues
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Summary: In my experience, the primary thing that buyers care about is not making a bad acquisition. Consequently, their initial focus will be both on whether the company is a good fit for their needs and what the significant down side risks of the opportunity are.
Added on July 2015 in M&A Issues
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Summary: There is an inescapable truth that exists in the RIA community. The fact is, an overwhelming majority of advisory firms want to buy another firm. Their desire to grow inorganically is the same, whether they have $2 billion, $200 million or $25 million of assets under management. Where does this desire come from? We like to refer to it as the “Buyer’s Bias,” which is comprised of a series of factors that support the notion that along with being human, advisors are vulnerable to human biases.
