Purchasing a wealth management technology solution is a significant business decision for your firm. You have likely been tasked with sourcing a platform that meets the needs of your principals, your team and your stakeholders. The solution should support your internal accounting, investment management and reporting functions while streamlining your firm’s day-to-day operations. As an executive, where should you begin? To assist you in the research, there are more than 50 questions to help guide through the process of finding the right solution for your firm.
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When former First Lady Nancy Reagan passed away in March 2016, millions of Americans mourned the loss. While the events honoring Mrs. Reagan unfurled seamlessly, a dedicated team was hard at work behind the scenes to ensure the funeral was being conducted to Mrs. Reagan’s expressed desires. The preparations and demands of the funeral may seem extreme, but many of Mrs. Reagan's concerns apply to other families of wealth and should be addressed.
For family offices of all profiles—large and small, established and brand new—there are dozens of technology solutions available. In the first of the Family Office Series report, the focus is on technology, a topic that some families find daunting and neglect at their own risk. To simplify the landscape, the report identifies key reasons why family offices may need technology solutions and offer a review of the leading platforms and solution-providers currently available.
In May 2014, FASB issued Accounting Standards Update (ASU) 2014-09, Revenue from Contracts with Customers (Topic 606), changing the way revenue is recognized. As of January 25, 2017, the FASB has issued ASUs to revise and clarify the guidance on the original Topic 606. In accordance with the core principle of Topic 606, there are five key steps to consider. Virtually all entities will be affected to some extent by the new guidance.
Fund groups face disruptive developments, as advances in financial technology, often called fintech, continue at an ever more rapid pace. Even as new efficiencies and opportunities blossom, regulators have pushed financial firms to recognize the dangers of technological failures. To prepare for the changes ushered in by fintech, it is important for fund boards, investment managers and separate account advisers to have a deep understanding of the issues and risks surrounding Fintech developments.
A rising generation of clients in their 20s and 30s turned to Jim Steiner, president of Abbot Downing, and asked him to share his insights, both as a parent and a wealth management leader. Through four memorable stories and thoughtful questions, Mr. Steiner reflected on matters of career, philanthropy, family, and leaving a legacy. He began with a cab ride in Chicago, learning to see with fresh eyes.
Families of significant wealth often own a diverse mix of assets, including multiple residences, less liquid alternative or private equity investments, and valuable collectibles, all of which requires more sophisticated planning. They also have somewhat different emotions about their wealth that can include, among others, fear that wealth can have a corrosive effect on future generations. Because no single advisor, no matter how talented, can serve their diverse needs, working with ultra-wealthy families requires a team approach and a well-integrated wealth management plan.
Ask a wealth management colleague to define “the cloud” and you are likely to get a vague response. Even among information technology experts, the term “cloud” may refer to different technologies that are only connected in a general sense. And despite the fact that cloud computing has quickly become the IT norm, the question remains: Is the cloud secure enough to support a wealth management firm’s critical company information and workflow? The truth is, not all clouds are equal, in infrastructure and in management.
In a competitive global marketplace, employers across the United States spend countless resources attempting to set themselves apart and claim their share of available business opportunities. Against that backdrop, it is easy to understand why employers will do everything possible to protect the confidential information they have created and the goodwill they have built with their customers. Employees are a critical element in building that success, but they can also be well-positioned to undermine such efforts when a relationship turns sour or where they are courted by a competitor.
When a family member is diagnosed with a memory disorder like Alzheimer's, it can be confusing and frustrating. With the right preparation and care, family offices and household staff can provide invaluable assistance and information to the families on what to expect and how to cope from the early stages to the end stages of dementia.