DISRUPTION: Talking Adviser Recruiting with LPL Leadership

As retirement specialist advisers shift away from commissioned service and towards relationship-based wealth management and plan design consulting, providers of brokerage and investment management services are making their own changes to attract and retain skilled advice professionals—while protecting their own bottom line.

It has been exactly a year since David Reich left the role of head of LPL’s Retirement Partners Group, and since the firm announced plans to fundamentally reorganize the retirement-focused portion of its business.

At a high level, Reich’s duties overseeing LPL’s extensive retirement business were handed to Steve Lank, who took on the role of “executive vice president of operations within service, trading and operations.” Lank was tasked with building and leading a new, integrated team that would work to present one centralized place for LPL advisers serving retirement plans to access the various solutions and services LPL provides.  

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LPL leadership at that point told PLANADVISER the internal changes would create “a new, unified strategy that aligns our teams supporting specialized clients, including retirement planning, high-net worth, insurance, and trust businesses.” Previously, LPL has structured these businesses in a way that delivered siloed support to advisers serving these niche markets. Moving forward, LPL said it would work to “unify these groups into one common entity that will provide sales and support to all our advisers and institutional clients.”

How is the effort going one year in? According to a new interview with Bill Beardsley, current head of Retirement Partners, a lot of progress has been made, but there is also a lot left to do.

As Beardsley explained, currently the effort is underway to close the LPL Worksite Financial Solutions platform, which had been designed in part to help advisers generate new business from 401(k) rollovers under the now-defunct Department of Labor (DOL) fiduciary rule. While the move by LPL has been interpreted by some analysts (and competitors) as a pullback from the retirement market, Beardsley says this is a totally incorrect assertion. Rather, the plan at LPL is actually to leverage savings from the winding down of the Worksite program and “reallocate it to enhance components of retirement plan support, including financial wellness, marketing resources and advice programs that enable advisers to serve in a fiduciary capacity.”

According to Beardsley, LPL is actively increasing capabilities within its Retirement Partner Consulting Program. Retirement advisers at LPL still have access to an expanding suite of marketing materials for insurance, high-net-worth and retirement trust clients to help capture ancillary business related to the employer-sponsored plan space. He said the underlying philosophy to LPL’s move is that unifying these business units will help its advisers deliver a fuller suite of specialized services and resources, while also helping to grow and differentiate their businesses.

“The integrated approach enables us to move our business forward in a way that aligns with the direction of the industry, and provides us the opportunity to deepen the value we deliver to our advisers,” Beardsley suggested.

Opportunities and challenges

While Beardsley voiced optimism about the road ahead, there are also some basic new realities in the marketplace that LPL and its competition are still coming to grips with. Notably, as more retirement plan sponsors are looking to get away from commissioned business in favor of working with fee-based independent registered investment advisers (RIAs), this naturally puts some amount of pressure on the entities that support advisers who still want to work on a brokerage-commission basis.

Simply put, brokerage platform providers like LPL spend a lot of time and money on things like compliance assurance, investment modeling, technology development, etc. As advisers move more of their business away from brokerage commissions, this raises the general question of how the evolution in client expectations and compensation practices will impact advisers’ collaborative relationships with broker/dealers. With these questions hanging in the air, it’s only natural that some industry stakeholders would question whether the LPLs of the world will continue to focus on the defined contribution (DC) retirement planning market. After all, a consulting fee-based adviser can have billions in DC plan assets under advisement, but that’s likely going to result in less compensation for the broker/dealer than could be delivered by a retail brokerage-based adviser serving even a small handful of high-net worth clients.

But for his part, Beardsley pretty strongly pushed back against this storyline, and his proof is the following numbers. In the last year alone the LPL Retirement Partners program has attracted some 200 new advisers, with 1,600 members now working on LPL’s “hybrid platform.” Nearly 1,000 other advisers support retirement plans on LPL’s corporate platform, and overall, more than 6,000 in LPL’s total adviser pool touch at least one retirement plan, many of them non-specialists using LPL’s Small Market Solution.

“It’s a very exciting time to be doing retirement planning work in all of these capacities; DC retirement is a significant line of business for us today and it will remain so,” Beardsley confirmed. “For some context, when I came here five years ago we had 300 retirement-focused advisers.”

Another important part of this history is the fact that a significant portion of LPL Financial’s retirement business was only somewhat recently acquired, in 2010, when it purchased NRP. The historical exercise of tracing NRP’s own development in the last decade is not exactly an easy one, but it reveals the complicated way large retirement planning entities come to be—and how their big organizational challenges arise. 

As laid out in previous PLANADVISER reporting, the advisory brand and its executives started their run in 2003 as 401k Advisors USA, changing to the NRP brand in 2005. By 2008, NRP was approaching and quickly surpassing 100 affiliated firms, and the following year the advisory group brought on dozens more acquisitions. Then-CEO Bill Chetney made frequent pledges to race past 200 or even 300 affiliations. At the time he told PLANADVISER that NRP was seeing such strong growth in its advisory footprint because of its “relentlessly retirement-focused adviser model.”

It was Chetney’s influence on the industry which led LPL Financial to take notice, given its own aspirations for growth in the retirement adviser market, and in 2010 LPL announced that its parent company, LPL Holdings Inc., would acquire major retirement assets from NRP and that NRP’s advisers would have the opportunity to join LPL Financial, under the new LPL Retirement Partners entity.

Looking ahead

Thinking about the future, Beardsley had another important point to make about ongoing changes within LPL and its competitors.

“If you think about how an adviser sets up their business today from a wealth management perspective, they either can build out that business in a rep-driven portfolio model, where the adviser is also the portfolio manager and can make investment decisions directly. Or they are outsourcing this work to a centrally managed platform,” he explained. “If you look at the work we have been engaged in within our Retirement Partners Program, this is now very similar to the rep-driven model, where that adviser is acting as a fiduciary to the retirement plan clients.”

So, Beardsley feels the firm is setting up advisers to act as a skilled fiduciary to 401(k) plans for the long term.

“That’s our conviction for the long-term future. The fiduciary relationship might not be important for every client or adviser, but overall it is becoming more important,” he said. “There is, of course, still a need to offer choice and other approaches that allow clients and their trusted advisers to make the best decisions about the structure of the relationships. With our Small Market Solution in particular, we can ask our advisers, do you want a rep-driven model where you are the fiduciary? Or do you want an outsourced model where you are going to serve more in the relationship management role and then leverage the strength and scale of LPL to serve the client?”

Reflecting on the epic regulatory saga surrounding the DOL fiduciary rule, Beardsley echoed commentary from other industry executives to the effect that the rulemaking, though short-lived, has already had a big and ongoing impact. He also said he expects the Securities and Exchange Commission (SEC) to evolve its own best-interest regulations.

“One of the things I’m proud of as part of LPL is that our products and platform group has really proven itself in this whole back-and-forth story,” Beardsley said. “We have always embraced the reality that there is a broad need for independent advice in the retirement space, and thus our identity as a registered investment adviser remains very important. But we also know there are other needs that exist in the marketplace, and we have remained true to our identity as a broker/dealer, as well. We have evolved our compensation structures and we have created platforms and products that allow our advisers to serve their clients’ best interest both through an advisory capacity and a brokerage capacity. The flexibility of what we have created is crucial for the future, we believe.”

Getting Serious About TDF Sequence of Returns Risk

The growth in target-date fund usage continues to be incredible; missing is a deeper discussion of sequence of returns risk and other potential challenges for participants associated with this growth.

Ron Surz, president and CEO of Target Date Solutions, is known within the retirement planning industry as something of an outspoken and unabashed critic of a lot of the thinking behind proprietary and bundled target-date funds.

His website suggests that target-date funds (TDFs) are “a reasonably good idea” but with poor execution, “at least so far.” Most recently, Surz has been actively pushing the topic of sequence of returns risk in TDFs, and how this is a grave but largely ignored risk facing near retirees and those who have recently transitioned to the decumulation phase.

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Before diving into the sequence risk topic, Surz recently commented to PLANADVISER that he is pleased overall to see the TDF topic become top-of-mind for more industry practitioners. And this is happening for a variety of reasons, he argued.

“I’m reading a lot about it these days in trade publications and in materials from providers, and I think nobody will be surprised to hear me say that I am vindicated by this. Sequence risk is such an important topic,” Surz observed. “You still commonly see the figure thrown around that target-date funds are approaching $1 trillion in assets, but in my opinion, it’s already getting closer to $2 trillion if you consider collective trusts and custom funds. The growth in TDF usage continues to be incredible, so it’s very important that we push the conversation forward with respect to understanding the risks associated with this growth.”

As Surz noted, it is no great surprise that a product that purports to do all the difficult lifting for an investor would be so popular. Individuals need the help offered by TDFs, but it also needs to be acknowledged how complicated TDFs really are when one digs under the surface even a little bit.

“It’s a little unfortunate that more digging doesn’t happen,” Surz agreed.

Asked for his opinion on the things that matter most with respect to assessing TDFs, Surz said first is fees, next is diversification, and the last thing is risk control.

“The rest of it, in my opinion, matters a little bit but not nearly as much as these three elements—so things like proprietary versus open architecture, whether it’s a mutual fund or a collective trust or a custom approach,” he explained.

Honing in on the risk control topic, a lot of the commentary Surz has put out lately makes the general argument that there is not enough attention paid to sequence risks in TDFs. The short of it is that people carry much more equity risk exposure than they ever realize, and there is thus a concern that if we enter another 2008/2009 environment, it’s going to mean a real rollercoaster for these people. With $2 trillion invested in target-date funds, that’s a huge amount of individuals’ wealth that is exposed, Surz argued.

“The concern certainly existed before, but now it’s even more pressing with the Baby Boomer retirement bubble—with the fact that TDFs and DC plans hold more assets now than ever before,” he observed. “Unfortunately, it’s not the easiest thing to do, to educate people about this different type of risk—the sequence of return risk. The way that I try to explain it to individuals is that, all of us in our working lives, we go through this heightened risk zone that lasts for about five or 10 years before and after retirement. It’s a relatively short time, but it’s a time when we really have to be more defensive with our wealth and our expectations.”

The fact that markets right now are frothy adds to this conviction, Surz said, but the point remains true whether the markets are volatile week by week or not.

“You can derail a successful long-term savings effort if you don’t make the right decisions in this window,” Surz continued. “I try to break it down in real terms for people. In 2008, many investors with near-vintage target-date funds saw this exact thing happen—their portfolios lost a third or more of their value right on the cusp of retirement. Today, with so many more accounts and assets fully invested in target-date funds, it doesn’t seem like we’ve learned the difficult lesson of being exposed to sequence of returns risk during the risk window.”

Surprising consensus

Stepping back from the conversation with Surz, readers may note the similarities between his take and the way J.P. Morgan’s Anne Lester speaks about TDFs—sitting as they do on more or less the total opposite ends of the provider spectrum. At a recent event held to unveil the updated 2018 Guide to Retirement publication, Lester talked in similar terms about the risk zone concept, calling this central to her team’s most recent development work on the J.P. Morgan SmartRetirement TDF series. Like Surz, she spoke about the importance of the risk zone, about being tactical in the decade that centers on the retirement date.

Also important to observe, neither Lester nor Surz are saying that retirees cannot invest and take some risk to fund their long-term goals. In fact, both mentioned recent academic research from Wade D. Pfau, professor of retirement income, The American College; and Michael E. Kitces, partner, director of research, Pinnacle Advisory Group. Their paper, “Reducing Retirement Risk with a Rising Equity Glidepath,” argues that, after workers navigate the risk zone, for many of them it makes sense to actually start ramping up equity risk, again in a controlled and rational way that balances the need for current and future consumption against the fact that the individual is aging and closing in on the end-date of their lifetime wealth trajectory.

“I think that paper was fantastic,” Surz said. “They do simulations, and they test a wide range of different approaches and glide paths that attempt to solve some of the key challenges such as longevity risk, sequence of returns risk, etc. The punchline of the paper is that the best performing glide paths are what you could refer to as a ‘U-shaped’ glide path. What does this mean? Basically, the best way to maximize consumption while also making sure one’s money last as you hit the risk zone is to start pretty conservative. Maybe just having 10% or 15% in equities as you’re entering retirement. Gradually as you age through retirement you can invest up to 35% or even 45% back into equities, as you get a better sense of what your true longevity may be.”

Surz and Lester both said this approach actually makes a lot of sense, as it acknowledges the very real fact that safe assets do not pay very well, while also acknowledging that retirees need at least some of their assets to be safe. Lester made the additional point that, for her team, there is definitely an understanding that the U-shaped glide path is objectively speaking the most logical approach for maximizing returns while addressing very real risks. Yet the J.P. Morgan TDF glide path created by her team does not significantly re-risk as retirees age and near the end-point of the portfolio’s assumptions. In her eyes, the behavioral challenges associated with explaining to retirees and beneficiaries why you are re-risking what amounts to an elderly person’s portfolio may be more trouble than it is worth.

Practical takeaways offered

Georgetown University’s Center for Retirement Initiative just released a new study that examines many of these issues. Among other conclusions, the paper found that the use of alternative asset classes such as private equity or real estate in target-date funds can increase retirement income and lower risk, “more so than funds based on only traditional equity and fixed income assets.”

Similar to Surz and Lester, the paper makes it clear that near-vintage TDF investors are seemingly underestimating the amount of risk they are carrying, pointing back to the example offer by the 2008/2009 recession. 

“Because plan participants fully absorb the gains and losses of their accounts, market events can drastically impact their ability to retire,” writes Angela Antonelli, executive director of Georgetown University’s Center for Retirement Initiatives, and lead author of the paper. “Consider the example of a worker ready to retire in early 2008 with $500,000 saved in her account, with 50% allocated to equities and 50% allocated to bonds. Between January 2008 and March 2009, global equities lost 41.1% of their value while U.S. bonds gained 4.3%.”

In that environment, Antonelli explains, this worker, “who was nearing retirement and thought she was invested appropriately, “would have lost over 18% of her net balance. The conclusion: “Her accumulated DC wealth would have dropped to around $410,000, potentially putting her retirement at risk.”

Particularly relevant to the discussion at hand is the section starting on page 19. Amid a pretty complicated set of projections and glide-path comparisons, the paper states that one seemingly straightforward way to mitigate downside risk is to shift more equities into fixed income, “though that approach would materially lower expected returns and adversely impact participants who intended to utilize the funds as a source for income throughout retirement.”

“Additionally, shifting from equities to core fixed income lessens equity risk but increases other risks such as interest rate and inflation risk,” Antonelli warns. “Instead, participants may be better off by further diversifying their portfolios. The diversified glide path aims to increase portfolio efficiency at a comparable risk level.”

The main takeaway of this section is that there are “several risk and return drivers in the marketplace, and most TDFs offered today are overly exposed to equity risk as a primary driver,” with interest rate and inflation as secondary factors.

“Diversifying asset exposures and broadening the investment opportunity set allows access to alternate return drivers (e.g., skill, illiquidity, credit) and provides benefits in scenarios where markets are stressed,” Antonelli concludes.

This section of Antonelli’s paper also considers the fact that, given Baby Boomers’ impending transition into retirement and the spending of accumulated savings, participants are also concerned with inflation risk, or the ability of a portfolio to protect against the erosion of real (inflation-adjusted) purchasing power.

“TDFs today often utilize Treasury inflation-protected securities [TIPS] to manage these risks,” she points out. “TIPS are bonds that are contractually set to adjust for realized inflation. TIPS also tend to come with the ‘cost’ of lower expected portfolio returns relative to other assets that may have a positive relationship with inflation (e.g., the inflation pass-through from real estate investments). As such, we review whether TDFs utilizing alternative assets can also help protect against inflation risk while maintaining higher expected returns.”

Running another set of projections, Antonelli concludes the inclusion of private equity, real estate and hedge funds modestly mitigate inflation risks for participants at the point of retirement. But that’s only part of the important story here. “Given the construction of the diversified glide path to target a similar risk level to the baseline at retirement, we see that the probabilities of large real-return shocks are comparable, but the probabilities of modest negative real returns are materially lower,” she explains.

Finally, Antonelli reviews the probability of sustained negative returns as retirement approaches. The research analyzes the probability of negative three-year annualized returns prior to retirement for different thresholds and compares how the alternate glide paths fares. In this case, the diversified glide path lowers the risk of losing 5% or more per year by 0.7% with the probability of losing 10% or more per year being comparable to the baseline.

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