Victor Fetter turns his guns on LPL's thorniest software challenge -- 21st century performance reporting
The former Dell guru eschews a best-of-breed strategy as his firm plays a game of catch-up under a big tent
Stephen Winks
The point that is consistently missed is more modern approaches to portfolio construction that (a) facilitate continuous comprehensive counsel required by statute (b) at far lower cost, (c) facilitate the management of a far higher degree of portfolio detail, (d) entail the expert management of investment and administrative values far beyond the human capability to reason and (e) afford far better advisor compensation at a lower cost to the consumer, render obsolete the flipping of expensive packaged products with no broker accountability or ongoing responsibility.
The solution for most of the competitive challenges faced by broker/dealers is to go far outside the business of distributing products in the broker/dealers best interest to addressing and managing investment and administrative values in the client’s best interest.
In a free market the consumer’s best interest always has won since Adam Smith introduced “the invisible hand” in 1776. The future is in individualized advice of fiduciary standing not in a series of disjointed unrelated transaction where it is not possible to determine whether value is added. Is LPL simply a product distribution firm or an advisory firm that actually adds value and can prove it? The strategic implication of this question will determine LPL’s success.
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It’s not just build vs. buy of the actual report generation software. Report building tools are advanced enough to where it’s not a major expense. These two primary factors drive the decision:
1. LPL, being a broker/dealer, is liable for report contents, whereas third party reporting solution companies are not. They are basically just providing a tool, and whatever is generated out of it, is advisor’s responsibility to validate. In contrast, LPL is responsible for oversight of advisor activity and the content of the report, which is a completely different ball game.
2. Data quality is one of the main consideration in reporting. The effort and cost to generate reports with accurate data does not vary greatly between the two options, e.g. it would be roughly the same to manage data quality internally, by company A, or by company B, as everyone starts with the same input data more or less. It is however the main obstacle, and the cost of data quality management outweighs the cost of report generation by orders of magnitude. Experience shows that it is in fact better to do it internally, as internal staff are much more verse with the data than an outside company.
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Dan Arnold is gone as LPL CEO, but his leverage to negotiate a settlement is apparent as LPL tells SEC it is deferring exercise of 'automatic forfeiture' of some vested options
Analysts stunned, seeking further clarity from LPL on future leadership, are reassured by company that 'no further shoe will drop'
October 3, 2024 at 3:08 AM
Dan Arnold steps down as LPL CEO, under a cloud, effective immediately; Steinmeier steps in as interim CEO
Well-regarded, Steinmeier has been LPL's go to player, after he was promoted to chief growth officer in May
October 1, 2024 at 8:42 PM
Christa Carone, an ex-Fidelity and Xerox marketing whiz, steps onto a slippery slope at LPL with a daunting task -- to consolidate a NASCAR size brand portfolio... or not?
With no CMO since August, the chief marketing officer will play catch up for a company still hungry to buy more branded B2B and B2C players.
April 2, 2024 at 1:28 AM
Orion names 'left-brained' Natalie Wolfsen as CEO to replace Eric Clarke, and AssetMark, which synchronized its announcement, hires Michael Kim as her replacement
Orion Chairman Charles Goldman again lures his protege to self-replace, while Michael Kim was 'integral to AssetMark’s record financial performance over the past several years'
September 8, 2023 at 11:58 PM
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