Why do RIAs outsource their back-office operations?
It is not only because they want to focus on their client relationships and engage in the financial planning details that drove them to become advisors.
Sure, that is the main reason. Advisors want to get paid, and are legally obligated to report on client portfolio performance. These are essential and time-consuming but not the highest added value tasks an advisor must do.
Or as Julien Mordecai, CEO of AllBackoffice Consulting puts it in an interview with ThinkAdvisor:
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“Processing data is a lot like taking out the trash — it’s something most advisors feel comfortable letting go of.”
But while advisors are typically referred to the Edenton, N.C.-based firm for billing and performance reporting, the relationship tends to expand to broader-based technology consulting for the same reason the relationship started: advisors need and want to focus on the bigger picture, but the gears and shafts within an advisory practice have a way of needing expert attention now and then.
As an example, an East Coast RIA client of Mordecai’s made a strategic decision to acquire other practices.
While there’s much potential glory in scaling up to a national presence, this RIA has struggled for eight months to integrate the back office of a California practice the East Coast advisor bought.
“There have been problems normalizing the data in the portfolio reporting system — to reconcile that to the way this this advisor’s been doing his performance reporting,” Mordecai relates.
The acquiring advisor is a “Type A,” really neat; the acquired: not so much.
Having a third-party consulting firm involved in the integration does more than just take out the trash; it injects needed diplomacy in to the process.
“Instead of perception [on the part of the acquired firm] of ‘Hey, why do we have to do it this way? Our system has always worked for us in the past,’ we’re coming back to them saying, ‘This is the best practice; eight or nine out of 10 advisors do it this way and this is why.’”
Having a tech partner also keeps the workflow going on nettlesome issues. Performance reporting does not mean all clients get the same pie chart. In the acquisition case, the acquiring advisor classified stocks specifically — large-cap growth or large-cap value, for example — for a stock that the acquired practice characterized simply as large-cap.
For that reason all assets in the California office need to be reclassified — a process that could take considerable time without third-party involvement.
AllBackoffice currently works with about 70 RIA firms with assets under management typically ranging from $20-$30 million to $500-$600 million, Mordecai says.