Ric Edelman has never been short on big plans, and right now he has two whoppers in the works that address the top and bottom ranges of investor dollars. (Continue reading at RIABiz)

For a big wealth management firm to grow big and solid, it needs to have a good CEO who makes big, difficult decisions that are often unpopular but need to made anyway. (Continue reading at RIABiz)

Advisors are happy to hand over the blueprint to wirehouses because they’re certain the firms are too fainthearted to execute it. (Continue reading at RIABiz)

Tussels over scale, branding and professional service played out vividly in Vegas. (continue reading at RIABiz)

In a wide ranging interview with AdvisorOne on Thursday in advance of his presentation at MarketCounsel’s Member Summit 2012, Philip Palaveev, the Moss Adams and most recently Fusion Advisor Network alum, expanded on his announcement last week that he will start a consulting firm for “ensemble” practices. He also offered his insight on developing trends within the RIA industry.

The way Philip Palaveev puts it is that he gained his academic grounding in the advisory business doing research for Moss Adams LP and learned about humans from his recent stint as the staff consultant to the advisors in the Fusion Advisor Network. (Continue reading RIABiz)

Philip Palaveev, former president of the Fusion Advisor Network, has launched his own consulting firm focused on helping advisors build team-based practices. (Continue reading at Wealth Management)

Philip Palaveev, the former Fusion Advisor Network CEO and Moss Adams consultant, announced Thursday the launch of a new consulting firm—The Ensemble Practice—that will focus on long-term engagements with advisory firms that have from $1 million to $5 milion in annual revenue that have already “experienced success in attracting clients” but are looking to become better organized, grow more quickly and become more profitable. (Continue reading at Advisor One)

In the overview of the findings of the 2012 Top Wealth Managers survey, part one of our analysis of the survey, we argued that the wealth management industry is rapidly changing. In part two of our analysis, we addressed profitability and productivity. In this article, we focus on an interesting finding from the survey—the point at which HNW clients appear to require more in service than they add in revenue—and look ahead to the future of wealth management. (Continue reading at Advisor One)

In the overview of the findings of the 2012 Top Wealth Managers survey, part one of our analysis of the survey, we argued that the wealth management industry is rapidly changing and has entered into the mature stages of its evolution. In this article, we focus on findings from the survey that shed light on the Top Wealth Managers’ profits and productivity. (Continue reading at Advisor One)