Since the advent of the Professional Year for new entrants to advice, practices have struggled to structure effective programs to foster talent. Despite the inherent challenges, some are managing to identify talent and align the education mandate with the job of bringing someone through the system.
Client pricing is a crucial element in financial advice, but the methodology used by practice managers is often not as robust as it should be. So what are some of the common mistakes made when structuring a pricing policy, and what can advisers do to ensure the value of their service matches their remuneration?
Advisers that can harness the benefits of advice technology are positioning themselves for sustainable growth, but the road to efficiency is paved with potholes. How can advice businesses future proof themselves by adopting the kind of technology that will work for their practice and their clients?
The burden on advisers is mounting, and more are turning towards dedicated community groups where they can talk openly with peers about the challenges they face. As these groups grow and become embedded in the ecosystem, we explain the value they hold for advisers and the shape they’ll take in years to come.
What does a professionalising industry mean for the shape of advice practices? Is mending the advice gap a pipe dream for an industry veering towards the top end of the consumer market, or can a mass market solution work?