Profitable Endeavors

Plan advisers discuss how they provide best-in-class services while still meeting—and trying to exceed—client needs.

When Jim O’Shaughnessy reflects on the acquisition of his advisory firm, Sheridan Road Financial LLC, by Hub International five years ago, he is struck by how much the business climate has changed in that time.

Before the sale, O’Shaughnessy and his business partner, Daniel Bryant, had grown their firm to eight offices run by teams of specialists whose focuses ranged from investment research to compliance and marketing, with the whole company overseeing about $15 billion in assets. But increasingly, the two principals saw how firms such as theirs would benefit from better economies of scale.

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“It’s a different conversation working with strategic partners that allow us to scale differently with centralized resources,” says O’Shaughnessy, a managing partner in Hub’s retirement and private wealth division, which is based in the Chicago area, about Hub’s roughly 10,000 plan sponsor clients today. “The goal is to allow that adviser or team to be able to do more of what they love, which is meeting new clients and working with existing clients.”

Finding efficiencies is part of the answer for some plan advisers intending to ensure the profitability of their business without sacrificing service. At a time when many plan participants want increasingly personalized advice and plan sponsors are seeking robust financial wellness programs, plan advisories are turning to a range of solutions aimed at managing costs while also expanding their offerings. Some are leaning on technology solutions to help curb expenses, while others are spending more time planning with their clients to identify what services they value most.

Practice Focus

If there was any hesitation about replacing in-person meetings with video conferences, COVID-19 did away with them. Even today, with in-person meetings available again, O’Shaughnessy says that, together with clients, his team is being more thoughtful about when to meet virtually and when gathering in-person is preferred. Pre-pandemic, quarterly meetings all occurred in-person and were costly in both time and travel expenses, as well as in preparing and shipping printed, color, 150-page materials, O’Shaughnessy recalls. He estimates his firm held close to 800 face-to-face client meetings then, whereas today, the majority of their meetings are virtual and are significantly shorter.

“In March of 2020, almost 100% of all our client meetings were face-to-face—so planes, trains and automobiles,” he says.

In the past, he typically would see one client in the morning and one in the afternoon. Now, he sees four or five in one day.

“On the one side, we are way more efficient,” he says. “But I also find that our team is probably working at least as hard, if not harder than, as they were before.”

For Mike Webb, a senior manager in plan consulting for CAPTRUST based in the New York metropolitan area, a principle focus area on the business side of an advisory is the “ideal customer.”

Most advisories have what he calls a “sweet spot” in terms of their client. For instance, if the ideal client has between $30 million and $100 million in plan assets, and a new prospect with $5 million in assets comes along, Webb advises the firm not to take on that new customer unless there is a separate, compelling reason to do so. That strategy will help avoid painful and potentially damaging conversations later if an adviser has to scale back on clients.

“A lot of what’s written out there talks about how to fire your unprofitable clients, and I guess most of the people who write those things haven’t actually had to fire them,” he says. “It’s not a pleasant experience, and it doesn’t tend to win you friends and the influence of people.”

Webb sees much more benefit in being strategic about which RFPs to respond to in the first place. “We don’t bid on all of them, because we may say, ‘That’s just not a good fit for us in terms of not only profitability, but relationships,’” he says.

Job Priority

Identifying ways to streamline work at OneDigital starts with an annual conversation in the fall when Jania Stout, Retirement + Wealth senior vice president based in the Washington, D.C., area, asks her team to note the top three tasks that prevent them from being more proactive with their clients. In some cases, this dialogue leads to recommending a new hire to take over specific responsibilities.

For example, OneDigital has a specialist dedicated to helping clients manage conversions from one recordkeeper to another. This fall, the team identified the need for a director of engagement services, she says. While the firm has focused on financial education for years, its employees noticed clients were seeking more support on an ongoing basis.

“Anybody can just offer education and webinars, but to really track the results and see if you’re on the right path to making a difference, you’ve got to have somebody that’s focused on it,” Stout says.

Stout says OneDigital is also thoughtful about managing its client workload in terms of both number and revenue.

“Once you get about 20 clients, that’s when …. the yellow light is on,” Stout says.

Limiting the number of clients per adviser could seem counterintuitive to the idea serving as many clients as possible with the fewest advisers. But Stout says providing services clients are looking for is the key to profitability.

“If you look at our client base, we don’t lose clients, so we don’t have to worry about replacing a client that walked out the back door with someone new in the front door. That helps with profitability,” she says.

Existing clients may also benefit from OneDigital’s complimentary services, such as wealth management or employee benefits, Stout says.

“Additional people on the team might cost more money in the beginning, but at the end of the day, we’re going to get additional services, because we’re going to be able to provide more value to our client,” she says.

Stout also sees how the selective use of technology helps keep costs down. She watches how the efficiencies multiply with one-on-one financial coaching over Zoom, scheduling by Calendly and even relying on artificial intelligence-backed notetaking that feeds into the customer relationship manager the firm uses to track client interactions. But those features are not meant to replace one-on-one meetings, she says.

“At the end of the day, you still need humans to deliver the advice to the participant from a financial wellness perspective, and that’s always going to cost money,” she says.

How do firms know whether their clients are happy with the service they are receiving? For Webb at CAPTRUST, asking detailed questions of clients in a review process is key.

“It’s a pretty comprehensive survey,” Webb says. “We’re discovering not only why you like us or don’t like us, but how exactly we can improve.”

 

From In-House Referrals to Cold Calls: Strategies for Client Attraction

Experts discuss how they create strategies to attract new clients.

The day-to-day work of retirement plan advisement can often overwhelm big-picture planning. But having a strategy for attracting new business is crucial for long-term growth.

Whether an adviser is at a small, medium or large firm, strategies for client attraction can help in the coming year.

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Using a Strategic Advantage

The retirement planning division within the Oswald Companies oversees approximately 325 401(k) plan and 403(b) plans and $5 billion of assets under management, according to Michael Gheen, vice president and director of retirement plan services.

But the division, Oswald Financial Inc., only has about 20 people on the team—a small part of Oswald’s roughly 1,000 employees across employee benefits and insurance.

“The breadth of the overall organization leads to a lot of opportunity to expand internally,” Gheen says. “Just cross-selling to our clients within the firm that we don’t currently sell retirement plan services plan to [creates business growth].”

Oswald started a new initiative this year focused on cross-selling services among business lines, according to Gheen. The “360” approach to the business leverages strong existing relationships, as opposed to seeking new clients from third-party referrals. “The best relationships that we form are [often] with benefit brokers where referrals can go back and forth,” Gheen says. “Historically, we’ve worked or tried to work with attorneys and CPAs [certified public accountants], but with limited success.”

Gheen’s relatively smaller team also uses plan benchmarking as a tactic to approach and talk to new clients. They will approach potential clients with benchmarks of retirement plan fees, investment lineups and plan design to show the possibility of better options.

“We leverage that to really start conversations with clients,” he says. “If they haven’t benchmarked their plan in the last two to three years, we continue to see fee compression in the marketplace. If they haven’t gone through that exercise, they’re probably paying too much.”

The strategies are important, he says, as the marketplace for retirement plan advisement has grown more competitive. In the past, retirement plan advisers were often competing against wealth advisers who did not specialize in the space, he says. Now, his firm competes against a lot more specialists.

“I think our strategic advantage is we have taken a very proactive approach in building out our education team,” Gheen says. “They do some wealth management, but the real role that they play is providing education to participants. […] That’s our biggest differentiator: having that in-house personalized education, versus relying on the recordkeeper to provide more generic kind of education.”

Attracting New Clients

Troy Hammond, CEO of Pensionmark Financial Group LLC, has 350 financial advisers who can potentially bring on new retirement plans. He says planning for client retention boils down to three main categories.

“First: How do I increase my top-line revenue?” Hammond says. “Second: How do I increase my bottom-line revenue, my profit through operational synergy? Then the third thing would be enhancing the deliverables to clients.”

When tackling target top-line growth goals to increase revenue, Hammond considers net new client growth, cross-selling and new lead generation, rather than overall market growth among existing clients. Each firm’s outreach and approach will depend on its size and capabilities.

Hammond also looks at how to make operational functions of the firm more efficient, such as whether to staff up or outsource to a platform.

Finally, he thinks about what resources his broker/dealer platform support team has to offer clients beyond the general retirement plan.

“All of those things combined are very overwhelming to do on your own,” Hammond says. “For a financial adviser, or if you’re on your own, which not many people are anymore, it’s about stepping back and breaking those categories into small pieces and probably having shorter, smaller goals. If you’re part of a larger organization that has those resources, it’s going to be spending time with the platform and really understanding what they can do to help you in all three of those categories.”

At Pensionmark, Hammond says, the firm has an organic growth team that handles outbound marketing, cold-calling and cross-selling into other business lines. The team also holds seminars across the country, bringing together advisers, prospects and clients.

“I would say that the easiest way is to be part of a group that can do that for you,” Hammond notes. “If you don’t have those resources available to you, you have to cherry-pick what [strategy] you think is the most successful, because you’re not going to be able to do that all.”

Anticipating the Future

David Kaufman, CEO of Voyant, a financial planning software provider with a focus on adviser solutions, notes the importance of being aware of and attuned to advancements in artificial intelligence, particularly for firms looking to work directly with participants to shift toward wealth management.

Kaufman, whose firm focuses on financial advisers, says advisers should aim to institutionalize a process that will differentiate them from low-cost and generative AI competitors.

“Advisers should also start to understand how generative AI can make their business more efficient by simplifying and offloading many routines and time-consuming tasks such as data acquisition, compliance and account services,” he says. “These efficiencies will allow advisers to focus more time on engaging with each client, while providing services to a larger number of clients.”

In addition, Kaufman says individual savers are more focused on holistic wealth, something on which advisers working with participants can hone in.

“[Helping clients] should include all of their assets, pensions, liabilities, incomes, Social Security benefits and other elements to build a client’s detailed current financial condition,” Kaufman says. “I recommend identifying and categorizing expenses by levels of importance, so clients can understand the trade-off of how near-term leisure spending might impact long-term basic needs.”

At Oswald, Gheen is also looking to diversify streams of revenue beyond the traditional defined contribution space and to expand product lines sold to clients.

“We have a lot of traction in nonqualified plans,” he says. “We’re doing more and more with defined benefit plans, HSAs, really diversifying the mix above and beyond defined contribution sales while broadening our offerings.”

In the coming year, Hammond says Pensionmark is focused on scaling the business.

“We’re bringing a lot of new advisers to the platform,” he says. “We’re investing a lot into the platform. That’s our biggest challenge day-to-day, just managing all that growth.”

Correction: fixes number of plans the Oswald Companies oversee. 

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