Presentation on how to Build a Wealth Management Profile

1. Process for Growth Consulting
Building a Wealth Management Profile
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How does a FA/team develop and present a wealth management profile to a client and/or prospect? The goal is to tell the client
who you are, what you do and how you do it. So lets start with each individual Fa and team member. Next slide

2. Team Bios
Financial Advisor
Financial Advisor
Senior Partners
Wealth Advisor
Team Staff and Responsibilities
Financial Advisor
Phone: 555.555.1111
 M.S. City University of NY
 B.A. Barnard College
 Joined firm in 2008
 The XXX Group: Founder & President, ’05-’06
 XXX Wealth Management: CEO, ’00-’05
 XXX Asset Management: CEO, ’87-’05
Financial Advisor
Portfolio Manager
Phone: 555.555.1111
 B.S. Auburn University
 Joined firm in 2002
 Pacesetters Club 2006
Financial Advisor Analyst Associate
Financial Advisor
Phone: 555.555.1111
 B.A. University of Miami
 Professional Campaign Strategist: 2004-2007
 Joined Morgan Stanley in 2007
Registered Client Service Associate
Phone: 555.555.1111
 City University of New York
 Bank of New York
 AXA Advisors, LLC
 Joined firm in 2007
Analyst
Phone: 555.555.1111
 B.A. Princeton University
 Joined firm in 2008
Executive Director
Wealth Advisor
Phone 555.555.1111
 B.A. Harvard University
 Joined firm in 1989
 Fixed Income Analyst, 1989-1991
 Private Wealth Specialist, 1991-present
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First we start with our individual bios for each team member. The bios consist of basic
information of each team member with dates. Firms, jobs, education and designations and
licenses. Next slide

3. Team Role, Responsibilities and Time Management
Senior Financial Advisor Junior Financial Advisor
 Prospecting and direct
involvement 50%
 Senior relationship management
25%
 Team Strategy and Firm
wide relationship management
15%
 Portfolio Management 10%
 Annual new client introduction
goal 18
Senior Financial Advisor
 Prospecting direction and direct
involvement 80%
 Senior relationship management
10%
 Team Strategy and Firm
wide relationship management
10%
 Annual new client introduction
goal 24
Analyst
 Analytical Support – account analysis, presentation
building, research delivery etc. 75%
 On-boarding and general client service support 25%
 Annual new client introduction goal 4
Senior Registered Client Associate
 Existing Client Service 50%
 On-boarding of new relationships 20%
 Clean Up of existing accounts (data, contact, cost basis, linking
etc.) 20%
 Calendar and Team technology management 10%
 Annual new client introduction goal 4
 Prospecting direction and direct
involvement 90%
 Senior relationship management
5%
 Team Strategy and Firm wide
relationship management 5%
 Annual new client introduction
goal 6 (to team)
 Portfolio Management 30%
 Senior relationship management
30%
 Prospecting direction and
involvement 20%
 Team Strategy and Firm
wide relationship management
20%
 Annual new client introduction
goal 24
Junior Financial Advisor
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Now the team focuses on fleshing out what each team members responsibilities are. Specific actions and time spent is written down. This is where the bios come into
context. A team role and responsibility needs to be backed up by the actual skill set of the person. Should the Portfolio manager have the CFA?
Another example, bad example but you will never assign portfolio management to the CSA nor an operational role to the Senior FA. Skill set (bio), function and
role/responsibility all need to align. If the expertise is not on the team it needs to acquire new talent or retrain existing members to fulfill the Role. This is where advanced
training or designations are assigned to team members to achieve so the team can function at a high level. Now the team understands what are their skill sets, license
and designations. They now know what advice, services and products they can deliver as a team.
The next step is a gap analysis of services that the team wants or as promised in their elevator speech to deliver but does not have the expertise on the team. Advice on
insurance,trusts, corporate lending, asset management, alternatives, charity and gifting, Esops or what ever. This definitely can be aspirational in nature. Once the gaps
have been identified the team then identifies either internal or external centers of expertise to form their virtual team. Remember the Elevator Speech makes specific
promises of service and the Centers of Expertise help you deliver on that promise. Next slide

4. The Virtual Team: Centers of Expertise…Skilled Integration
Centers of Expertise
Intergenerational Wealth Transfer and
Business Succession
Executive Director; JD
 Use of trusts in wealth transfer planning, including
Charitable Lead Trusts, Charitable Remainder Trusts,
Grantor Retained Annuity Trusts, Credit Shelter Trusts
and Dynasty Trusts
 Business buy-sell agreements
 Family gifting strategies
 Philanthropic endeavors via private foundations and
donor advised funds
 Comprehensive insurance reviews
 Review, maintenance and organization of key
documents, such as wills, trusts, healthcare proxies and
durable powers of attorney
Alternative Investments
Managing Director
 Direct access to tailored private equity and
private real estate transactions
 Opportunities to invest in world class hedge
funds and fund-of-hedge funds at significantly
reduced minimums
 Specialized exchange funds available to
diversify concentrated stock positions without
incurring an immediate tax liability
 Segregated account management for custom
tailored, diversified portfolios
Corporate Solutions
Executive Director: Masters of Business Admin
Non-qualified (NQSO) and incentive stock
option (ISO) exercise planning and execution
 Monetization and diversification strategies for
concentrated stock positions
 Section 1042 exchanges (sale of stock to an
ESOP)
 Section 10b5-1 trading plans
 Exit strategies for business owners
 Manage corporate cash to maximize yield
without inhibiting liquidity
 Retirement plan benefit consulting
Family Office Services
Senior Wealth Planning Consultant
 Formalize family governance via scheduled
meetings, mission statements, advisory boards and
by-laws
 Coordinate family wealth education with tailored
curriculum
 Evaluate family office needs and desires, audit its
effectiveness and provide supplementary services
 Monitor and report on existing trusts to maximize
flexibility and adaptability
 Interface frequently with clients’ CPAs, attorneys
and/or family office
 Concierge services
Global Asset Allocation and Management
Managing Director
 Create, monitor and adjust strategic and tactical
asset allocation frameworks based on clients’
total liquid and illiquid net worth and risk
tolerance
 Conduct historical quantitative analysis in an
attempt to forecast future returns and volatility
 Provide tactical recommendations on asset
classes, styles, sectors and industries to
over/underweight
 Incorporate passive management of core asset
classes via exchange-traded index funds in
conjunction with active managers.
High Net Worth Banking and Lending
Executive Director
 Full suite of banking services, including check-writing,
wires, bill pay, etc.
 Provide access to asset-based loans to provide
immediate funds and ongoing cash flows at an
extremely competitive rate
 Underwrite home mortgages exclusive private bank
 Aircraft, high end automobile and yacht financing.
Unlock value and liquidity on fine art collections via
tailored finance
 Finance the purchase of commercial real estate,
 Equipment and machinery leasing for
The gap analysis of services offered by the FA/Team now allows the FA/Team to identify what internal or external Centers of Expertise need to be added to the virtual team.
Once the Centers of Expertise are identified the FA/Team meets with each Center of Expertise to attain a bio and services/products that the expert delivers. This is an equal
exchange of information as the team also shows the experts who they are, what they do and how they do it. The experts now know how they fit into the team’s business model
and what is expected of them. This is also a time for the team to understand basic qualifying questions that the expert would like to know before engagement with a client. The
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team should ask for examples and the 3, 5 or 6 questions they would ask a client/prospect if an opportunity presented. Now how do we do it. Next slide

5. Wealth Management Consultative Process
Repetitive
Discovery: In-depth Interview
Understand Life Events
Trust Documents, Insurance, Gift Giving, Generational Transfers
Investment Policy Statement
Client Centric Service Process
Ongoing Process
Service Process designed to capture key data points
Marketing designed for the Client to recognize offered life events solutions
Review Process designed to capture key life events
Consistent effort through projects to engage clients that redefine the Team and
discover the needs of your clients
Like any production line a wealth management process needs to be defined step by step. Write down each interaction with
the client with the FA/Team along a timeline. What is your first meeting? What is it you want to accomplish? What does your
presentation contain? What is the next step? And so on.
Defining your process allows to continually review and test the FA/Team’s process. Is there a better way? Is something not
working? Can we do it better? By defining your process you give yourself the ability to make it better. Presentations should
be standardized as should be the process of engagement. Next slide

6. Wealth Management Consultative Process
DISCOVERY
MEETING
Complete
Discovery Process
INVESTMENT
PLAN MEETING
Presentation of
investment plan
MUTUAL
COMMITMENT
MEETING
Confirmation of
commitment
60-DAY FOLLOW-UP
MEETING
Organization of
account paperwork
REGULAR
PROGRESS
MEETINGS
Review of progress
and implementation
of wealth
management plan
Two Weeks One Week 60 Days 90 Days
Define your wealth management process so you can present the process to prospects and clients. The process should be present

7. The ABC Group
Two Weeks One Week 45 Days 90 Days
Client
Discovery Meeting
Complete discovery process
Mutual Commitment Meeting
Confirmation of commitment
Regular Progress Meetings
Ongoing review of progress and
implementation of the various stages of
your Wealth Management Plan
45-Day Follow-Up Meeting
Organization of account paperwork
The Wealth Management Plan Meeting
Presentation of our comprehensive evaluation concerning
all of your financial needs and our recommendations for
moving forward
Wealth Management Network Meeting
Our team of financial advisors applies its experience to
evaluate all aspects of your personal wealth and devise
appropriate solutions utilizing the vast resource of our firm
Investment Plan Implementation
Change of custodian to Morgan Stanley and execution of
asset allocation changes
Alternative Investments
Managing Director
Direct access to tailored private equity and
private real estate transactions
Opportunities to invest in world class
hedge funds and fund-of-hedge funds at
significantly reduced minimums
Specialized exchange funds available to
diversify concentrated stock positions
without incurring an immediate tax liability
Segregated account management for
custom-tailored, diversified portfolios
High Net Worth Banking And Lending
Vice President
Full suite of banking services, including
check-writing, wires, bill pay, etc.
Provide access to asset-based loans to
provide immediate funds and ongoing cash
flows at an extremely competitive rate
Underwrite home mortgages via Morgan
Stanley’s exclusive private bank
Aircraft, high-end automobile and yacht
financing
Finance the purchase of commercial real
estate, either owner-occupied or investor
properties
Equipment and machinery leasing for
businesses
Global Asset Allocation And Management
Managing Director
Chair-Asset Allocation Committee
Create, monitor and adjust strategic and
tactical asset-allocation frameworks based
on clients’ total liquid and illiquid net worth
and risk tolerance
Conduct historical quantitative analysis in
an attempt to forecast future returns and
volatility
Provide tactical recommendations on asset
classes, styles, sectors and industries to
over/underweight
 Incorporate passive management of core
asset classes via exchange-traded index
funds in conjunction with active managers
Fluent commentary on social, economic &
political events and their effects on the
capital markets
Family Office Services
Vice President
Senior Wealth Planning Consultant
Formalize family governance via scheduled
meetings, mission statements, advisory
boards and by-laws
Coordinate family wealth education with
tailored curriculum
Evaluate family office needs and desires,
audit its effectiveness and provide
supplementary services
Monitor and report on existing trusts to
maximize flexibility and adaptability
 Interface frequently with clients’ CPAs,
attorneys and/or family office
Concierge services
Corporate Solutions
Executive Director
 Nonqualified (“NQSO”) and incentive stock
option (“ISO”) exercise planning and
execution
Monetization and diversification strategies
for concentrated stock positions
Section 1042 exchanges (sale of stock to
an ESOP)
Section 10b5-1 trading plans
Exit strategies for business owners
Manage corporate cash to maximize yield
without inhibiting liquidity
Retirement plan benefit consulting
Intergenerational Wealth Transfer And
Business Succession
Executive Director
Use of trusts in wealth transfer planning,
including Charitable Lead Trusts, Charitable
Remainder Trusts, Grantor Retained
Annuity Trusts, Credit Shelter Trusts and
Dynasty Trusts
Business buy-sell agreements
Family gifting strategies
Philanthropic endeavors via private
foundations and donor-advised funds
Comprehensive insurance reviews
Review, maintenance and organization of
key documents, such as wills, trusts,
healthcare proxies and durable powers of
attorney
Senior Vice President,
Financial Advisor
Focus: Creates risk management strategies for
wealthy families; develops appropriate investment
allocations based on clients’ stated objectives and
philosophy.
Financial Advisor
Focus: Provides high-level corporate and personal
solutions to leading families, indi-viduals and
foundations; utilizes an 18-year history of business
advisory with senior executives of Fortune 500
corporations; presents comprehensive solutions that
enable successful entrepreneurs and executives to
integrate their business plan into their personal wealth
management.
Portfolio Associate
Focus: Manages relationships for individuals, families
and corporate clients; acts as point of contact for
servicing clients’ accounts and communicating directly
with their other advisors.
Senior Registered Client Service Associate
Focus: Handles all operational functions for clients
and the group.
Senior Registered Client Service Associate
Focus: Prepares performance measurement and
evaluation of clients’ accounts; aggregates client data
for consolidated reporting.
Finally everyone knows who you are, the bios, what you do, the Centers of Expertise, and how you do it, your Wealth
Management Process. The client is at the center because you are client centric. Congratulations!