Nerd's Eye View blog

Hiring A Director Of Talent To Shape The Development Of Next Generation Advisors (And The Lead Advisors Who Train Them): #FASuccess Ep 464 With Katie Calagui

November 18, 2025 07:02 am 0 Comments CATEGORY: Financial Advisor Success Podcast

Welcome everyone! Welcome to the 464th episode of the Financial Advisor Success Podcast!

My guest on today's podcast is Katie Calagui. Katie is the owner of Katie Calagui Consulting, a coaching and consulting firm that works with financial planning firm executives and leadership teams.

What's unique about Katie, though, is how she supports firms in building out their talent development capabilities to boost employee retention, create a pipeline of next-generation advisors, and, ultimately, facilitate stronger and more sustainable growth.

In this episode, we talk in-depth about why Katie thinks that firms can benefit from investing in a people development role that spends their time focusing on firm culture and training (rather than operational HR issues), how Katie finds that the best places to work are where employees feel like they're part of a family (being valued and seen in their organizations) while those that struggle tend to have controlling leaders and are where employees aren't trusted to take on higher-level work, and Katie's key metrics for determining whether a firm's people development strategies are successful (including promotion and retention rates as well as growth in advisors' total client headcount and average client size).

We also talk about why Katie thinks that maintaining a strong talent pipeline is as important as ever for firms (even as artificial-intelligence-powered software tools become increasingly capable at handling tasks, such as notetaking, commonly performed by newer employees), how Katie believes that improved AI support could actually allow firms to accelerate their talent development (for example, by giving emerging advisors more time to think critically about client conversations they join and how they might approach them themselves), and how Katie finds that firms benefit when getting newer advisors involved in business development (in supporting senior advisors in keeping the process organized and in starting to build out their own networks).

And be certain to listen to the end, where Katie shares that while many advisory firm leaders think their talent issues are unique, that many share the same problems (often around areas such as expectations and a lack of clarity), how Katie counsels early-career advisors to play the “long game” and build their skills and relationships to set themselves up to thrive in what could be a multi-decade career, and why Katie thinks the best coaches are those who are able to draw out the wisdom firm leaders already have (and then help these clients gain the courage to apply it).

So, whether you're interested in learning about leveraging a people development leader to build firm culture, the value of maintaining a strong talent pipeline amidst advances in AI technology, or how to get the most out of a coaching relationship, then we hope you enjoy this episode of the Financial Advisor Success Podcast, with Katie Calagui.

Ways Advisors Can Optimize For AI Search With A Marketing Strategy Refresh

November 17, 2025 07:02 am 0 Comments CATEGORY: Marketing

Content marketing has long been a popular way for financial advisors to attract clients, given its ability to enhance Search Engine Optimization (SEO), increase traffic to the advisor's website, and ultimately lead to more inbound leads (without necessarily incurring a significant hard-dollar outlay). However, with consumers increasingly turning to Artificial Intelligence (AI)-powered tools to find answers to their questions (potentially reducing the number of 'clicks' to advisors' websites themselves), some advisors might wonder whether content creation remains a viable marketing tool.

In this guest post, financial advisor marketing consultant Brent Carnduff shows how the rise of AI search isn't a signal for advisors to start over when it comes to content marketing, but rather a call to recalibrate their approach.

To gain the attention of AI search tools (e.g., ChatGPT, Perplexity, and Bing Copilot), a first step for advisors is to establish their "Who-What-Where" (i.e., their name and firm, their niche or specialty, and their location or service area) and use it consistently across platforms as AI models and search engines rely on recognizable, repeated patterns to connect content back to the advisor or their firm.

Next, while traditional SEO often focuses on single keywords, AI models instead look for connected ideas, depth of understanding, and topical consistency. With this in mind, a "pillar-cluster" content model, in which content is organized around a central, comprehensive topic (the pillar) and is supported by a series of more focused articles (the clusters) that dive deeper into related subtopics. By having each cluster article link back to the pillar (and ideally to other cluster articles), an advisor can reinforce their authority and help both search engines and AI tools understand the full scope of their expertise.

Nonetheless, even when structured well, not all blog content performs equally in an AI-driven world (e.g., many broad questions are already answered by AI without a source citation). With this in mind, creating content with three key attributes – local relevance, a defined niche, and topical depth – can generate higher visibility and lead quality. Also, while traditional SEO rewarded the length of content, AI models prioritize content that gets to the point, answers questions clearly, and signals expertise fast. Which means that a relatively short piece could stand out if it answers a high-intent question directly or dives deep into a specific subtopic.

Given that AI models are trained on public data from a wide range of sources, having content appear across multiple platforms (and not just on the advisor's website) can increase the chances that it will surface in AI results. For instance, adapting blog posts that appear on a firm's website for LinkedIn and Substack (with a fresh headline, a short summary, and a link to the original blog post) can increase the content's (and advisor's) visibility with AI models.

Ultimately, the key point is that content marketing remains a potentially valuable marketing strategy in a world of AI search. By clearly demonstrating what types of clients they work with (and where they're located) and their ability to solve their unique financial planning pain points, advisors can demonstrate their expertise to AI models, find themselves cited more often in AI searches, and ultimately attract more ideal-fit clients!

Weekend Reading For Financial Planners (November 15–16)

November 14, 2025 01:30 pm 0 Comments CATEGORY: Weekend Reading

Enjoy the current installment of "Weekend Reading For Financial Planners" – this week's edition kicks off with the news that a recent study commissioned by Morgan Stanley demonstrated that investors with a financial plan are more confident in their ability to meet their future goals, which in turn makes them more likely to avoid overreacting to short-term events like market volatility and stay on track to achieve their goals in the long run.

Also in industry news this week:

New research from Cerulli shows that despite RIA firms wanting to focus more on organic growth, they remain constrained in the amount of time and resources they can devote to business development
A study from Goldman Sachs finds that the majority of advisors don't discuss alternative assets with their clients (which may be simply because alternatives aren't appropriate for most clients of advisors?)

From there, we have several articles on practice management:

Why it's better for advisory firms to be proactive in expanding their ownership circle rather than waiting until the last minute before the original owners want to hand off control (because doing so gives more time to find the strongest next-generation leaders and reassures clients that their interests will continue to be protected)
How next-generation advisors are increasingly seeking equity ownership in their advisory firms, and how programs like profits-interest plans and phantom equity can allow advisors to participate in the success of the RIA without diluting the original owners' control
Why incentive-based compensation can help advisory firms reward employees based on certain metrics like prospect conversion rate – but must also be carefully thought through to ensure they don't unintentionally incentivize other behaviors that end up being detrimental to the firm (e.g., accepting any new clients regardless of whether they're a good fit)

We also have a number of articles on tax:

The One Big Beautiful Bill Act (OBBBA) increased the maximum deduction for State and Local Taxes (SALT) to $40,000 limit, but that limit starts to decrease for households earning over $500,000 – meaning that advisors can help their clients plan for how to make the most of the deduction if they're at or over the threshold
The Alternative Minimum Tax (AMT) rules remain mostly unchanged under OBBBA; however, two key changes may mean more AMT exposure for higher-income households, making strategies like exercising Incentive Stock Options appealing before the end of the year
OBBBA expanded the ability to use 529 funds for K-12 expenses, including textbooks and standardized testing fees – except actually using 529 funds for those expenses may not be a great idea, since it would mean taking away future tax-free growth for college and other postsecondary expenses

We wrap up with three final articles, all about becoming a better writer:

Why good writing usually requires multiple drafts – first to "brain dump" ideas, then to restructure, cut, and refine the prose into a polished final piece, which allows the brain to focus on being either creative or critical (but not try to do both at once)
Why, in an age of more and more AI-generated writing, it makes sense to keep pursuing writing as a craft since it helps to organize the mind and sharpen thinking in a way that is missed when outsourcing writing to a chatbot
How financial advisors can create a steady stream of blog articles for content marketing by writing about common questions asked by their own clients and maintaining a consistent schedule and article format to streamline the writing process

Enjoy the 'light' reading!

Ways To Say No To Avoid Making Yourself Too Busy: Kitces & Carl Ep 177

November 13, 2025 07:03 am 0 Comments CATEGORY: Kitces & Carl Podcast

As financial advisors progress in their careers (and lives), their attention is often pulled in many directions as opportunities present themselves. Some will be professional, such as speaking engagements or prospect inquiries; others personal, from community service to family obligations. Many of these requests are meaningful and made with good intentions. But if the advisor says "yes" to all of them, the result can be an overcommitted calendar, drained energy, and very little capacity to do the work that moves their businesses and lives forward. At the same time, saying "no" can feel awkward, and many advisors may fear that declining a request might erode the relationship.

In this 177th episode of Kitces & Carl, Michael Kitces and client communication expert Carl Richards discuss when and how to say "no" in a way that protects capacity, prioritizes what matters most, and actually earns respect in the process.

One of the biggest challenges in learning to say no is the discomfort it can cause, especially in the moment. Saying "yes" feels easy, postponing the consequences that show up later when time and energy are exhausted. However, every "yes" is also an unseen "no" – agreeing to one request today often means turning down (or under-delivering on) a future opportunity or obligation that might be more important. By contrast, saying "no" preserves space for the work, rest, health, and family commitments that are supposed to come first.

To make saying no easier, advisors can build systems that remove the guilt and guesswork from protecting their time and energy. One approach is to create and communicate clear personal filters and capacity limits. For example, establishing minimum client fees or identifying types of work that consistently drain energy. Making these boundaries visible – such as by publishing fee minimums on a website or adding intake checkboxes acknowledging those minimums – helps preempt misaligned requests before they reach the calendar, reducing the emotional labor of saying no in real time. Advisors can even ‘outsource the no' by routing certain requests through an assistant or designated team member, which maintains goodwill while still enforcing boundaries. These tactics can help advisors avoid situations where they may be tempted to compromise their own standards.

Importantly, the skill of saying no also applies inside the firm, especially for associate and support advisors who are just beginning their professional careers. When a junior advisor is asked to take on more than they can do in a given week or do work misaligned with their current goals and priorities, the conversation doesn't need to become confrontational. Instead, the advisor can reflect the trade-off back to their supervisor, reviewing their weekly priorities and measuring different trade-offs. For example, "The priority is to get three plans out each week, and my full schedule is committed to that. If I also take on this new project, something will need to give. Which work should come first?" Framing the conversation around prioritization instead of refusal invites collaboration and keeps the decision with the person who sets expectations.

Ultimately, the key point is that saying no with clarity and grace is not about being rigid or unhelpful; it's about being purposeful. For advisors looking to grow their firms, deepen their client work, or reclaim time for family, every "no" becomes an investment in what they value most. Saying no is a professional and personal skill that allows advisors to lead with intention, protect their energy, and do their most meaningful work!

Why (Most) Advisors Shouldn’t Serve As Clients’ Trustees: Ethical Conflicts, Dual Fiduciary Duties, And The SEC Custody Rule

November 12, 2025 07:02 am 0 Comments CATEGORY: Ethics

Financial advisors are used to having close and trusting relationships with their clients, given the advisor's involvement in the intimate details of the client's financial life and the long-term nature of many advisor-client relationships. And it therefore occasionally happens that a client asks their advisor to serve as trustee for a trust they've created. But while being asked to serve as a client's trustee may be a testament to the depth of the relationship, advisors should think twice in most cases before accepting such an appointment. Because while no regulations outright prohibit advisors from acting as trustees, the ethical, fiduciary, and legal conflicts that accompany serving as a client's trustee can often make it more trouble than it's worth.

At one level, advisors who act as both trustee and investment manager of a trust face an inherent conflict of interest, since they stand to benefit from the compensation they receive for managing the trust's assets. Which isn't necessarily prohibited under trust law, but does leave advisor-trustees open to having their decisions challenged by trust beneficiaries, where the advisor bears the burden of proving they acted reasonably and in good faith. Advisors must be prepared to demonstrate not only the prudence of their investment choices but also the fairness of their compensation arrangements with respect to the trust's beneficiaries.

Compounding this, conflicts can also arise from the dual fiduciary obligations advisors owe when a client is also a trust beneficiary. Advisors are bound to act in their clients' best interests, but trustees must remain neutral among beneficiaries, which may be impossible to reconcile when not all trust beneficiaries are clients of the advisor. For example, if an advisor-client requests a distribution that another beneficiary opposes, the advisor-trustee must navigate a fiduciary gray area where impartiality is required but loyalty to the client is also expected.

Regulatory considerations further complicate the matter. Advisors who serve as trustees are generally deemed to have custody of trust assets by the SEC and state regulators, requiring annual surprise audits – a time-consuming and expensive process typically borne by the firm. While there are exceptions for close family relationships or co-trustee arrangements, these are narrow and often impractical. For RIAs, being named as a successor trustee (stepping in only upon a client's death or incapacity) can temporarily avoid custody, but full compliance becomes necessary the moment the advisor assumes control of the trust. Similarly, broker-dealer representatives face their own hurdles, as FINRA rules require pre-approval and ongoing supervision from the broker-dealer firm before acting as a client's trustee, adding yet another layer of oversight.

Given these layers of complexity and risk, most advisors are better served by declining one-off trustee appointments unless they are prepared to offer trustee services as a structured, professional line of business. Advisors who pursue this route must establish clear client acceptance criteria, liability protection (including E&O coverage and legal entity structuring), and robust operational systems to fulfill their administrative and fiduciary responsibilities. These include managing distributions, tax reporting, beneficiary communication, and ongoing investment management. Done right, such a service can be a compelling value-add for high-net-worth clients who prefer a 'one-stop shop' for wealth and trust management, and can also serve as a differentiator in a competitive marketplace.

Ultimately, the question of whether to serve as a trustee comes down to intentionality and infrastructure. Advisors who say yes must be fully equipped – legally, operationally, and ethically – to fulfill both roles without compromise. For everyone else, the more prudent path is to build strong referral relationships with qualified corporate trustees or attorneys who can fulfill that role, ensuring clients' needs are met while protecting the integrity of the advisor-client relationship. Either way, the goal remains the same: to honor the immense trust clients place in their advisor by ensuring their wishes are carried out with competence, impartiality, and care!

Generating 10–15 Referrals Per Week By Coaching Clients To Make More Effective Introductions: #FASuccess Ep 463 With David Stevens

November 11, 2025 07:02 am 0 Comments CATEGORY: Financial Advisor Success Podcast

Welcome everyone! Welcome to the 463rd episode of the Financial Advisor Success Podcast!

My guest on today's podcast is David Stevens. David is the president of Stevens Capital Partners, an RIA based in Omaha, Nebraska, that oversees approximately $500 million in assets under management for 475 client households.

What's unique about David, though, is how he is able to generate 10 to 15 client referrals per week by coaching his clients to make more effective introductions to friends and family members who might be good-fit clients for his firm.

In this episode, we talk in-depth about how David helps clients understand that making referrals is a 'normal' practice (encouraging them to do so without being asked to do so directly), how David raises the topic of referrals during the discovery phase with prospects (sometimes introducing the possibility of aggregated fees for family members that come on as well), at the recommendations meeting with new clients (after his firm has been able to show that it's able to address the client's pain points), and at the 60-day mark with clients (after they've had first-hand experience with the firm's service offering), and how David encourages clients to make a warm introduction through texting, with the referred prospect and the advisor on the message (which he finds tends to produce higher response rates compared to an email or simply passing along the firm's phone number).

We also talk about how David's firm has developed four client segments (based on their wealth and complexity) and how the firm's advisors typically work with a single segment to match their skills to that segment's needs, how David created a service offering for next-generation clients who might not meet the firm's minimum asset requirements but can be served effectively and efficiently by having one advisor focus on this entire segment, and how David, after recognizing the depth of service his firm provides, raised his fees for new clients and transitioned existing clients to the new fee schedule over time (doing so in a one-on-one conversation rather than with a blanket email), finding little pushback based on their experience and relationship with his firm.

And be certain to listen to the end, where David shares how he created a written guide to business development that lays out a step-by-step process, from handling an initial contact through ten years working with a client (to support advisors who come to his firm without formal sales training), how David overcame the challenge of having to let staff members go when they have strong technical skills but might not be a culture fit for the firm, and how David ultimately views success as how many people are better off because of his work (including how his firm gives away 10% of its profits to charity).

So, whether you're interested in learning about generating more client referrals by having clients make more effective introductions, establishing client segments, or effectively communicating a fee increase to clients, then we hope you enjoy this episode of the Financial Advisor Success podcast, with David Stevens.

Hiring Advisory Firm Employees For The Long Term: How To (Efficiently) Screen For The Right Culture Fit

November 10, 2025 07:03 am 0 Comments CATEGORY: Practice Management

Hiring in a financial planning firm often represents an important inflection point, where the decision to expand headcount can temporarily strain profit margins in the pursuit of long-term growth. But the investment of time, training, and onboarding resources often only pays off if the newly hired employee stays for the long-term. Firms dedicate an immense amount of time and resources to the hiring process, often focusing on ascertaining an employee's technical and communication skills. However, technical competency and enthusiasm for the day-to-day work may not be enough to guarantee a long-term fit. In fact, when it comes to long-term retention, little matters more than culture fit – how an employee fits within a firm's culture.

In this article, Senior Financial Planning Nerd Sydney Squires discusses how hiring advisors can crystallize their firm's culture and screen prospective hires for cultural fit. Culture, broadly defined as 'how things get done' in a workplace, encompasses far more than stated values. It includes everyday policies, interpersonal dynamics, feedback styles, and even rituals or unspoken norms. These elements shape the employee experience and influence whether someone feels a sense of belonging and purpose – both of which are highly correlated with advisor wellbeing, according to Kitces Research. In particular, feeling comfortable being oneself at work and having autonomy over one's schedule are significant drivers of job satisfaction. Accordingly, hiring employees who align with the firm's values and culture increases the odds they will stay, grow, and contribute over time – rather than quietly disengage or exit prematurely.

This approach can also be applied upstream in the hiring funnel: by embedding cultural signals into job postings or firm websites – such as mentioning team rituals, core values, or preferred traits – firms can attract candidates who resonate with their ethos, while others can self-select out. The interview process itself can be structured to balance both technical competence and culture fit. Culture-focused questions can include asking candidates about their approach to ethical dilemmas, their learning styles, or their favorite work projects. Follow-up prompts like "What happened next?" or "Why did that matter to you?" help draw out authentic, reflective responses. Managers can also use brief work samples to observe a candidate's behavior and values in action.

Ultimately, cultural fit doesn't mean homogeneity or hiring in one's own image; diversity of thought, background, and aptitude strengthen a firm's capacity to grow and adapt. The key point is that clearly identifying core behavioral expectations and values that shape how people work together, and hiring individuals who are both capable and willing to work within those boundaries, can meaningfully enhance employee engagement and retention. Firms that build hiring processes around both aptitude and alignment are far more likely to assemble resilient, high-functioning teams that thrive over time!

Weekend Reading For Financial Planners (November 8–9)

November 7, 2025 02:00 pm 0 Comments CATEGORY: Weekend Reading

Enjoy the current installment of "Weekend Reading For Financial Planners" – this week's edition kicks off with the news that while the Securities and Exchange Commission has withdrawn several rules proposed under previous Chair Gary Gensler (regarding firms' use of outsourcing custody, and the use of predictive analytics), some compliance experts suggest that an assumption that the regulator might take a lighter touch when it comes to examinations and enforcement might be misguided, highlighting several enforcement actions taken this year (related to breach of fiduciary duty, failure to disclose conflicts of interest, Reg S-P violations, and violations of the SEC's marketing rule, and more). Also, while the SEC continues to deliberate potential rules specific to investment advisers' use of Artificial Intelligence (AI) tools, these experts suggest firms could use the current period to take inventory of their current AI use and set consistent firmwide policies and standards to ensure the extent of their use of AI is represented clearly to prospects and clients and that client data is protected.

Also in industry news this week:

A survey of advisors and investors suggests that the former are more tolerant of drawdowns and prefer planning for longer retirements, highlighting the value of clear communication about underlying preferences and assumptions between advisors and their clients
A study finds that career changers from outside the financial services industry represent a significant (and perhaps underutilized) source of talent for financial planning firms, as they can bring transferrable professional experiences and skills from their previous roles to the table

From there, we have several articles on investment planning:

A group of researchers highlight the potential benefits of a 100% equity portfolio for investors across the age spectrum, with international stocks replacing a bond allocation
Given that investors will only experience their own investment timelines (and might not be willing to take high-probability bets that come with significant potential downside), many might choose a more conservative investment approach (even if it isn't expected to lead to the greatest total return over time)
How financial advisors can communicate the "cost of certainty" to clients when considering different options for generating retirement income

We also have a number of articles on cash flow planning:

While the number of millionaires in the United States has grown rapidly in recent years, much of this wealth is held in relatively illiquid assets or accounts, highlighting the value advisors can provide through cash flow planning services
How a "0.01% Rule" can help nervous clients avoid spending too much time contemplating relatively small spending decisions
How, amidst elevated interest rates, client cash management has become an increasingly valuable service for advisors to provide their clients

We wrap up with three final articles, all about effective use of AI tools:

While there has been much discussion about the potential for AI to take over different kinds of jobs, "primal intelligence" gives humans a distinct advantage in solving problems where volatility and uncertainty are involved
Four "anchors" professionals can use to evaluate the output of AI tools to ensure its accuracy and completeness
Why the sense of meaning that can come from reciprocal interpersonal relationships can be much more fulfilling than conversations with AI chatbots

Enjoy the 'light' reading!

2025 End-of-Year Tax Planning Under OBBBA: Roth Conversions, Charitable Contributions, QBI Planning, And More

November 5, 2025 07:02 am 0 Comments CATEGORY: Taxes

The One Big Beautiful Bill Act (OBBBA), signed into law on July 4, 2025, largely serves to extend and modestly expand several provisions of the 2017 Tax Cuts and Jobs Act (TCJA), providing advisors and their clients with a clearer tax planning landscape heading into 2026. While many of the most impactful provisions – such as the enhanced State And Local Tax (SALT) deduction and new below-the-line deductions for tips and overtime – are already in effect for 2025, OBBBA still introduces several nuanced planning opportunities with looming year-end deadlines, offering advisors an opportunity to help a variety of clients before the end of 2025.

One major opportunity stems from OBBBA's changes to charitable contribution rules. Beginning in 2026, itemized charitable deductions will be reduced by a 0.5%-of-AGI floor, and high-income taxpayers in the 37% bracket will also see a 2/37 haircut on all itemized deductions. High-income clients may benefit from frontloading charitable giving into 2025 to avoid these new limitations, potentially using Donor Advised Funds (DAFs) to preserve flexibility in future grantmaking. Simultaneously, starting in 2026, a new above-the-line charitable deduction of up to $1,000 (single) or $2,000 (joint) will become available to non-itemizers. This introduces a planning wrinkle for clients near the itemizing threshold, who may want to lump non-charitable deductions like SALT and mortgage interest into 2025, while preserving smaller charitable gifts for future standard-deduction years.

Another time-sensitive strategy applies to employees with Incentive Stock Option (ISOs) compensation. In 2026, the phaseout threshold for the AMT exemption will drop, while the SALT deduction cap will rise to $40,000, increasing the risk of triggering AMT for ISO exercises. This narrows the window for clients with unexercised ISOs to act in 2025 to avoid or reduce AMT exposure. Especially for clients whose ISO exercises would land them in the 2026 "bump zone" – where marginal tax rates on additional AMT income can reach 42% – it may make sense to accelerate exercises into 2025, where they may result in no or lower AMT.

OBBBA also expands 529 plan distribution rules to include up to $20,000 of K–12-related expenses and credentialing costs like coursework required for CFP certification, effective for distributions made after July 4, 2025. Importantly, funds can be used to reimburse expenses incurred at any point during 2025, as long as the distribution is made before year-end. This creates a one-time opportunity for clients with eligible 529 balances to reimburse themselves for previously ineligible educational expenses from earlier in the year.

Additionally, the introduction of several temporary below-the-line deductions for seniors, tip earners, overtime workers, and auto loan interest creates a new layer of complexity for Roth conversion and withdrawal strategies between 2025 and 2028. Each deduction phases out over specific (but separate) income thresholds, meaning pre-tax income from withdrawals or conversions could unintentionally reduce or eliminate one or more deductions. Advisors can revisit existing Roth conversion plans in light of these phaseouts, recognizing that even modest conversions may produce ‘magnified' marginal rates due to lost deductions. Effective coordination between tax software and the advisor's planning tools will be critical to model the true cost of conversions during this window.

For self-employed professionals in Specified Service Trades or Businesses (SSTBs) – including financial advisors – the shifting phaseout ranges for the Qualified Business Income (QBI) deduction create yet another one-time planning opportunity. Though OBBBA retains most of the QBI deduction in its previous form under TCJA, it widens the SSTB phaseout range in 2026. As a result, SSTB owners whose income falls within the current 2025 phaseout range may want to defer income into 2026, where the spike in marginal tax rates on income through the phaseout range will be more gradual. Conversely, those whose income already exceeds the 2025 phaseout limits but could fall within the expanded 2026 range may benefit from accelerating income into 2025 to avoid a spike in marginal income next year.

Finally, OBBBA accelerates the expiration of certain energy credits originally introduced by the Inflation Reduction Act. While some deadlines – such as those for electric vehicle credits – have already passed, there's still time before December 31, 2025, to complete qualifying energy-efficient home improvements and receive up to $3,200 in tax credits. Smaller projects like new doors or windows – and even scheduling a home energy audit – may still be feasible within this narrow timeframe and can help clients reduce both their taxes and utility costs.

Ultimately, while OBBBA doesn't completely overhaul the tax code, it does introduce a series of narrow but meaningful planning opportunities for a wide range of clients. Helping clients plan and execute year-end tax strategies is an annual opportunity for advisors to show their value, but with OBBBA's new provisions, advisors have the chance to create even more tangible tax savings before the calendar flips to 2026!

Making The Tough Decision To Change Firms To Find The Path To Equity Ownership You’re Seeking: #FASuccess Ep 462 With Maggie Rapplean

November 4, 2025 07:03 am 0 Comments CATEGORY: Financial Advisor Success Podcast

Welcome everyone! Welcome to the 462nd episode of the Financial Advisor Success Podcast!

My guest on today's podcast is Maggie Rapplean. Maggie is a partner at Moneta Group, an RIA based in St. Louis, Missouri, where she oversees $250 million in assets under management for 108 client households.

What's unique about Maggie, though, is how she made the tough decision to switch industry channels and firms to eventually find the path to equity ownership that she was seeking (and building a successful advisory team in the process).

In this episode, we talk in-depth about how Maggie began her career working within a wirehouse where she benefited from strong business development training and camaraderie with fellow advisors but didn't have a path to ownership, how Maggie then transitioned with her team from the wirehouse to start an independent RIA but found it challenging without the resources of a larger firm and saw no clear path to equity ownership, and how Maggie decided to move to Moneta Group, which offered her the resources of a larger firm (from technology to advanced planning expertise) as well as a well-defined path to partnership.

We also talk about how Maggie has built her team within Moneta not only by transitioning some of her previous clients and adding new clients through a growing referral network but also by taking over the clients of a retiring advisor, how Maggie retained the vast majority of these clients by first working alongside the retiring advisor (creating a warm handoff that built client confidence in her) and then by showing how she could offer additional value by refreshing these clients' financial plans and offering deeper advice in tax planning and other areas, and how Maggie's success serving these clients and growing her business led to both an opportunity to buy the book of business from Moneta (through an earn-out structure) and to eventually become eligible to buy a stake in the firm as a partner.

And be certain to listen to the end, where Maggie shares how her early success winning new clients gave her the confidence that she could have long-term success in the industry (and how she encourages newer advisors to seek out business development training to build those skills), why Maggie wanted to pursue an ownership stake in a firm not only to share in the success of the business where she worked but also for the flexibility it could provide her down the line when it comes to her own succession, and how Maggie has found that leading her own team has helped allow her to balance her career and growing practice with the ability to be engaged with her family at home.

So, whether you're interested in learning about charting a course towards partnership, the pros and cons of working in different industry channels, or effectively transitioning a book of clients from a retiring advisor, then we hope you enjoy this episode of the Financial Advisor Success podcast, with Maggie Rapplean.