Financial Advisors (FAs) hold significant influence within the offices, often with limited oversight. This dynamic can create challenges when corporate-level changes are introduced, as some FAs view the office as “theirs” and may resist. Additionally, FAs are responsible for BOA compensation and advancement decisions, but they cannot terminate BOAs. As a result, an FA’s willingness to invest in a BOA’s growth often determines their opportunities, leaving employees vulnerable if their FA chooses not to support them or prioritizes personal hires. If an FA departs or wants a new BOA, there is often no clear path for the BOA, forcing difficult choices between relocation and resignation regardless of performance or client relationships.
Looking forward, the company is going to have a legacy knowledge gap. Many long-tenured employees bring valuable experience but are hesitant to adopt new technologies. At the same time, new hires who embrace change are often underpaid, still classified as administrators with administrative pay, and at times discouraged by colleagues (BOAs and FAs alike) resistant to change. This imbalance leads to turnover among employees who could otherwise help modernize the organization. Retaining and empowering employees who want to grow with the company will be critical to closing the gap and building long-term success.
Poor health insurance. Started out as good but didnt keep up with the times like pay didnt keep up with the times.
