If independence were a single, clearly defined category, this would be an easier conversation.

One of the biggest reasons that W-2 or wirehouse advisors stay put longer than they want to, has nothing to do with clients or money.

When advisors explore a move, the conversation often starts with payout and transition money. That framing is not accidental.

Is there anything interesting to say beyond the big brands buying as much as they can and we seem to be returning to wirehouse-style models, even among the big independent RIAs and BDs?

Client loyalty endures when advisor fit is healthy. Brands evolve; your duty to clients doesn’t.

Don’t chase the biggest payout. Build a one‑page model that shows what you actually keep after fees, tickets, service and time costs.

The point of this 90-day plan is to replace vague frustration with concrete facts.

Let's take a quick look at what I am seeing.

Would it bother you if your recruiter won't recommend Firm B, even if they might be a better fit, because they will lose out on a quarter million in revenue?

Everything you enjoy about your W-2 or big brand experience can be replicated (and done better) by the modern independent space.

When I’m working with an advisor, I’m not just booking intros with a dozen firms and hoping one feels good.

Going independent is a powerful first step, but it’s not always the last one.

Continuity is a gift when you’ve spent your life building an excellent practice.

If you’ve been thinking about what comes next — even quietly — now’s the time to start asking questions.

There’s a lot of noise in the industry right now about upfront money.

In this moment of consolidation, noise, and new capital, there’s a real difference between hearing something through the grapevine and actually knowing your options.

If you’re questioning whether your platform still aligns with your business goals, now is the time to explore your options.

If you’re part of an RIA, a broker-dealer, or an OSJ and you’re starting to think about selling your book, the easiest path is often the one right in front of you.

There’s a quiet truth in this industry that few buyers are rushing to put in a deck: Some of the best-run advisory firms are intentionally overstaffed.

Advisors often make decisions based on surface-level data points—and then find themselves second-guessing that move just a few years later.