Is the Qualified Professional Asset Manager Exemption in Jeopardy?

One expert attorney says that while a recent regulatory proposal issued by the DOL seems sensible, as it seeks to clarify when and how qualified professional asset managers can work with retirement plans and other ERISA-covered investors, the complexity of the package gives her pause.

In late July, the Department of Labor’s Employee Benefits Security Administration announced a proposed amendment to the Class Prohibited Transaction Exemption 84-14.

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The PTE is commonly known as the “qualified professional asset manager exemption,” and its basic purpose is to permit various parties who are related to retirement plans covered by the Employee Retirement Income Security Act’s fiduciary provisions to engage in otherwise-barred transactions involving retirement plans and individual retirement account assets. To satisfy the QPAM exemption, the assets in question must be managed by QPAMs that are “independent of the parties in interest” to the plan and that meet specified financial standards, among other conditions.

The proposed amendment includes a number of important changes. As summarized in an EBSA press release, the amendment would better protect plans and their participants and beneficiaries by, among other changes, addressing what EBSA calls “perceived ambiguity” as to whether foreign criminal convictions are included in the scope of the exemption’s ineligibility provision. The amendment further expands the ineligibility provision to include additional types of serious misconduct. Other provisions focus on mitigating potential costs and disruptions to plans and IRAs when a QPAM becomes ineligible due to a conviction or other serious misconduct.

Other changes the amendments would make include an update of the asset management and equity thresholds in the actual definition of “qualified professional asset manager” and the addition of a standard recordkeeping requirement that the exemption currently lacks. Finally, the amendment seeks to clarify the requisite independence and control that a QPAM must have with respect to investment decisions and transactions.

A Surprise Proposal

Speaking with PLANADVISER about the implications of the amendment, Carol McClarnon, a partner on the tax group of Eversheds Sutherland, calls it “unexpected and worrying.”

“In its press release announcing the proposal, the DOL named six objectives of the proposed changes,” McClarnon says. “On their face, these objectives would appear to be sensible clarifications. However, the actual conditions being proposed to attain these objectives reveal that the proposal would add significant costs and liability exposure to managers, perhaps even limiting the QPAM exemption as a viable solution.”

As McClarnon observes, before the proposal’s publication last week, the common perception among regulatory experts in the retirement plan industry was that the DOL was unlikely to direct EBSA to take an action like this, as the DOL’s key sub-agency is still operating without a Senate-confirmed head.

“The perception has been that EBSA has put a lot on hold,” McClarnon says. “We did know that the QPAM issue was on EBSA’s radar, but I think it is fair to say that few people expected to see a proposal as ambitious as this to come out right now. Frankly, I was pretty amazed to see this proposal come out.”

A Fundamental Exemption

McClarnon says the QPAM exemption is of fundamental importance to the operation of the modern retirement plan system. This is because so many plans invest in pooled funds and group-style investments with other plans and third parties, and because of the way ERISA defines and treats “parties in interest” to retirement plans or other institutional investors subject to ERISA’s fiduciary provisions. Any party in interest to a given retirement plan may be prohibited from entering into certain transactions with that plan if the transaction will result in additional compensation going to the party in interest, McClarnon notes.

Parties in interest may include, among others, fiduciaries or employees of the plan, any person who provides services to the plan, an employer whose employees are covered by the plan, an employee organization whose members are covered by the plan, a person who owns 50% or more of such an employer or employee organization, or relatives of such persons.

McClarnon explains that certain plan transactions with parties in interest are prohibited under ERISA and are required, without regard to their materiality, to be disclosed in the plan’s annual report to the DOL.

“In practice, the QPAM exemption is used very commonly and for a variety of different purposes,” McClarnon says. “Just imagine if you had, say, 1,000 ERISA-covered retirement plans invested in a given fund. Each of those plans will have a ton of parties in interest. In the most basic terms, what the QPAM exemption does is state that, if you as the asset manager meet the regulatory qualifications, most transactions with these parties of interest in the plan are OK. The new proposal addresses the qualifications in a meaningful way.”

A Burdensome Proposal

Based on her initial reading and discussions with colleagues, McClarnon says the proposal appears to be “so burdensome that it could almost be said to essentially change the availability of the QPAM exemption.” She points out that, in the nearly four decades since the QPAM exemption framework was first established, the financial services world has become far more interconnected.

“In today’s industry, you just have a lot more complexity, with larger conglomerates and highly sophisticated international entities that do business with U.S. retirement plans,” McClarnon says. “The proposed framework, if it is not adjusted after the comment period, will make it very difficult for these types of entities to reliably and efficiently use the QPAM exemption, in my opinion.”

As an example, McClarnon points to the provision in the proposal that declares that the entrance of a QPAM-affiliated person into a non-prosecution agreement will trigger the ineligibility restrictions.

“To me, that’s concerning, because you do not generally speaking admit criminal wrongdoing when entering into such an agreement,” McClarnon says. “There is also a new concept and condition that they have called ‘integrity.’ The proposal says that the DOL can disqualify an entity from using the QPAM exemption based on their own internal examination process and the determination that a QPAM exemption user has not acted with integrity, which they define in the proposal by using various examples and stipulations. In my opinion, there is very little due process recourse for an entity that finds itself in this situation.”

McClarnon says she is perhaps most troubled by the provision in the proposal that seeks to isolate retirement plans from harm if a service provider they work with has its QPAM exemption revoked by EBSA. One must consider the potential consequences of such a framework, she says.

“They don’t want to cause hardships on the plans in cases of disqualification, which makes sense,” McClarnon says. “However, the proposal seems to require that the investment manager sign a written agreement where they declare that, if there is a criminal finding or the ineligibility provision is triggered for some other reason, the QPAM itself has to pick up the full cost of helping the plan make a transition to a new investment. Just imagine the potential cost of this if we are taking about a mega-sized retirement plan or group of plans.”

What Comes Next

McClarnon emphasizes that she understands the DOL and EBSA have a critical job to do in protecting retirement plans and their participants. However, she expects the investment community to respond forcefully to this proposal, and that the comment period could help EBSA constructively refine the proposal.

“The potential for unintended consequences here is so significant,” McClarnon says. “The exemption serves a critical purpose in the current retirement plan system. It is meant to allow plans to be able to invest in things that would otherwise have technical prohibited transaction restrictions on them that do not actually relate to potential operational conflicts of interest. If the proposal is not refined, you could see investment providers not wanting to take on this type of exposure.”

The one element of the proposal she would most want to see changed, McClarnon says, is the contractual requirement related to the QPAM covering the full expense of a fund transition on behalf of a plan.

“I really don’t like the forced contractual requirement,” McClarnon says. “I don’t think EBSA should be telling people these contracts have to be set. I also want to point out that, yes, a giant financial services company may be able to figure out how to make this new framework work, and they may even have the scale and resources to meet the hold-harmless provisions. But a lot of small advisers use this exemption all the time, and in fact it is baked into many standard operating agreements used by all different parties in the industry. It is very common in all kinds of collective investment trust agreements, for example, and we know these investments are becoming more popular. There are just so many traps for the unwitting and the unwary in all this.”

Meet SageView’s New COO, Fresh From Goldman Sachs

Jorge Bernal joins SageView as chief operating officer after serving as co-head of advisory services for Goldman Sachs Personal Financial Management, underscoring the retirement plan advisory industry’s increasing focus on ‘wealth and retirement.’

At the end of June, SageView Advisory Group announced its appointment of Jorge Bernal as chief operating officer, tasking him with stewarding the firm’s plans for accelerating its growth as a provider of comprehensive wealth management solutions for individuals and families.

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News of the appointment came about five months after SageView, under the leadership of the firm’s founder and CEO, Randy Long, announced the addition of Jim Dario as its first head of wealth management. At the time, the leadership at SageView said Dario’s hiring underscored the same goal: accelerating growth as a provider of comprehensive wealth management solutions.

Other recent talent additions include Tara Egan, also formerly of Goldman Sachs, who joined in May as managing director of human resources; Tony Notermann, formerly of Advisor Group, who joined as chief financial officer; and Jeremy Holly, of LPL Financial, who joined as chief development and integration officer.

Alongside other national registered investment adviser shops, SageView has been actively acquiring firms with a concentration in wealth management over the past several years, complementing its longstanding retirement plan consulting business. In the COO role, Bernal will aim to oversee this vision and ensure the firm acquires the right targets—and integrates them in the right way.

In January 2021, the company announced a strategic and financial partnership with Aquiline Capital Partners, a financial services and technology-focused private equity firm. Due in part to this partnership, SageView has acquired six firms since July 2021 and plans to continue its expansion through this year. As recounted below, Bernal will play a key role in the execution of that vision.

In a new interview with PLANADVISER, Bernal says his job will involve oversight of all day-to-day operations and the provision of strategic leadership for SageView’s shared services across more than 30 nationwide offices. In a separate statement about the hiring, Long said Bernal will be “instrumental in setting and executing on the firm’s strategic vision while maximizing scale and efficiency and ensuring an excellent client experience.” Bernal reports directly to Long in the new role.

PLANADVISER: Please give us your assessment of how the first month on the job at SageView has gone, and what opportunities and challenges you have already identified.

Bernal: I would say things are going incredibly well so far. I started on June 27, after serving out my required leave time from Goldman Sachs. I’ve already been able to build up that important working relationship with Randy and the team. Randy is such a great human being, and he has been so helpful in helping me get up to speed on the history of the firm and its goals—understanding where we are heading and where we have been.

Working closely with the leadership team, my focus has been on taking inventory and taking stock. You will not be surprised to hear that I think SageView has quite the opportunity set in front of it, starting from the fact that this firm is led by one of the greats in the industry. Randy is rightly viewed as one of the best industry experts. The person who he is, well, that is reflected in his company. It is truly all about serving the clients and serving our people.

Being able to leverage this firm’s culture is going to be so important as we seek to grow both the wealth management and the plan advisory sides of things. We are going to be supported in our mission by the fact that employers increasingly believe making wealth offerings available to their employees is a natural next step.

Of course, it’s a great vision, but that does not mean success is going to be easy. My job is to leverage my experience and work on the question of how we take this vision of a diversified firm and develop a strategy that the team can then execute against. That’s what I see as the core of my role.

PLANADVISER: As a professional with significant experience on the wealth management side of the business, can you speak to the connections between retirement plans and wealth management services?

Bernal: Retirement and wealth are most definitely complementary, from our point of view. First of all, the economics are complementary, and it is a natural evolution in the marketplace.

Consider this current moment of volatility. The fact that we can be there, as your adviser, and speak to your employees about their financial lives beyond the retirement plan is a real value add. We feel we are uniquely positioned to be able to talk to clients in this respect.

Forgive me if I sound corny, but we are rooted in doing what we feel is the right thing to do, and so we are not just obsessed with watching the scoreboard tick up. We are focused on how we can provide the best value for the clients we serve. They are the core of our success. During tough times like this is the moment when you earn your keep as the adviser. So, to provide services beyond the 401(k) plan, it’s just the natural extension of what we have been doing historically at SageView.

Speaking about our talent, we have advisers here at SageView who are quite competent at serving both sides—retirement plans and wealth management clients—but that is not really our end vision. In the end, we want our plan advisers to be laser-focused on their plan sponsors, and we want our wealth managers to be laser-focused on the individual wealth clients. There are skillsets that cut across, but dealing with a DC [defined contribution] plan with 50,000 people in it is very different from sitting down with an individual and discussing their potentially significant wealth.

That nuance is important, and it means we are basing our strategy in the team approach. That’s the beauty of our approach. We have great advisers lined up against each of those channels. Of course, the compensation structures have to be something everybody feels good about. At the risk of sounding corny again, I can say the level of trust and commitment here is just fantastic. There is real trust and a real team belief.

PLANADVISER: How do you see further merger and acquisition activity feeding into SageView’s mission?

Bernal: The first thing to emphasize is the importance of cultural fit. That’s the first priority in any transaction. We are being so, so selective in who we may ask to join us.

To your question, we clearly have some lofty, aspirational goals that we want to achieve. Our conviction for enacting more deals is based in the knowledge that having the right talent and the right partners is critical. We need advisers to want to be here. For us, that means we have a need to ensure we have the critical infrastructure that advisers can leverage—everything from the dedicated compliance support service to HR support and everything on the client service side.

We want to make this the place to be. We want to build.

PLANADVISER: How do you expect the partnership with Aquiline Capital will support this vision?

Bernal: Our having a strong PE partner is incredibly important for our future. In my short time I’ve already seen how they have been an incredible partner. If I wasn’t convinced that they were fully committed to this business and to our leadership team and our vision, then there was simply no way I would have pursued this opportunity.

The fact that we have an incredible partner in Aquiline, who believes in the business and the opportunities—that sets us up for success. It’s an incredible advantage that we may have over others. They have shown through their words and actions that they are going to let this team do what needs to be done. They trust Randy completely, and that was a huge factor in my making the decision to come here.

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