Trilogy Financial

The Essential Synergy of Fintech, Advisors & Clients

By Trilogy Financial
February 26, 2018
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I’ve sat in those rooms, and you have too. You know the ones, where some war-weary veteran of the good old days of financial services talks about how they used to walk uphill both ways in a blizzard to every client meeting.

How the account application was as small as a postcard. How they didn’t even have calculators and surmised rates of return on the back of a napkin.

We are all told that a return to such days would be a good thing for clients and advisors alike and that all of this technology “stuff” is simply ruining a business that at its core is about helping people save for their future, not do calculus.

But those are not the only rooms.

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By financial planning logo
February 28, 2019

Written by: Chelsea Emery | Jeff Motske has one of the strongest ways to tease out client priorities I’ve heard in quite a while.

“What if?” Motske asks clients.

“What if one if your partner needs critical care? What if you want to move to Arizona? What if one of your kids starts a family on the other side of the country?,” the CEO of Trilogy Financial asks.

It’s deceptively simple, but an excellent method for getting at the heart of clients’ values and fears.

“These are critical questions,” Motske told me during a recent visit to Financial Planning offices in New York. “You want to ask them before things happen.”

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By Trilogy Financial
July 24, 2018

Cerulli Associates, a leading financial services market research firm, projects that more than one-third (35 percent) of financial advisors will retire in the next 10 years. In its wake, the next generation of advisors will inherit roughly $6 trillion of advisor-managed assets. This begets a crucial question: where will the industry find this next generation of advisors? As it stands, only a quarter of today’s advisor population is under the age of 40, according to the CFP Board, and of this, a mere 10 percent are under 35, Cerulli reports.

Why is the industry experiencing this new talent shortage? Of the myriad obstacles, poor industry perception and a lack of necessary structure to engage and mentor promising young leaders are two worth noting. However, they can be overcome with a commitment to understanding millennial preferences in the workplace and investing in the necessary resources to inspire today’s brightest talent to choose financial advising. It’s an investmentthat will deliver significant returns for both advisory firms and their clients.

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