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Industry Spotlight > Advisors

J.P. Morgan Wealth to Add Support for Branch-Based Advisors

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J.P. Morgan Wealth Management is adding support for its growing, branch-based advisor business by adding a fourth divisional head, according to an internal memo sent by Eric Tepper, CEO of Chase Wealth Management, on Thursday.

The firm is “committed to keep growing its branch-based model and to create the best platform for these advisors, who serve clients in local communities across the country,” the memo said.

“There’s a big business opportunity to introduce wealth management to existing Chase banking customers in our more than 4,700 branches in 48 states” and Washington, D.C., according to the company.

“As our branch-based advisor business grows, the firm is adding an additional Division to better support advisors,” market directors and regional directors, the memo said, adding all divisional directors will report to Tepper.

“Since launching J.P. Morgan Wealth Management in 2019, our investment offering has expanded to serve clients across the wealth spectrum. We have seen record results across all metrics, including client acquisition, assets under supervision, revenue and net new money,” he noted.

Previously, J.P. Morgan Wealth Management had three divisions: East, led by Mike Ayerov; West, led by Nikki Hartung; and Central, led by Matt Wilson.

The new, four-division structure will consist of: East, led by Ayerov; West, led by Hartung; Central South, led by Wilson; and Midwest, whose divisional director will be hired. The new division will include Arkansas, Louisiana, Oklahoma through the Great Plains to North Dakota and Minnesota.

The company is also creating new divisional support roles, it said. “One in each division will focus on the needs of our top-performing advisors,” according to the memo. “We previously had advisors and leaders in expansion markets as a separate market expansion team. They will now be integrated into the 4 divisions.”

Mark Tibergien, of Mark Tibergien Insights, pointed out: “JP has always been disciplined about its organizational structure with a focus on command and control. Whether they have defined the geographic lines right, it’s hard to know. But I’m sure they look at the relationship of clients and prospects to offices and advisors to make that judgement. They can also evaluate the performance of its leaders when they create tighter structures.”

The firm is “not unlike the military in terms of how they think about staffing, size of units (e.g. team, squad, platoon, battalion, brigade, division),” according to Tibergien. “Each has a defined size, role, reporting structure and level of accountability. It also informs their training.”

But he said: “Where it becomes a challenge is in linking two or more different business models in a way where their interests are aligned. Most commonly, they pay the banker a referral fee for getting business to the wealth side. The question is when does the banker become enough of a believer that they use the wealth advisor to help their own financial lives.”

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