Infrastructure addresses the basic building blocks of your advisory business’ technology. Our process ensures you have the right partners for security, telephony, business management software and general advisory technology licensing. We support your ongoing needs so that you maintain a smoothly-run and efficient technology ecosystem.
We supported a mid-sized RIA as it worked to improve the quality of support and security they receive as their technology footprint and organization grows.
This project required a detailed assessment of the RIA’s technology footprint, including its on premise and cloud tech stacks, user distribution and future needs. We used our network of managed service providers to match the right vendor to their specific technology support needs.
The outcome of this project was a more efficient, secure, stable technology operating platform with better security and employee onboarding and support for RIA now and as it grows.
Our approach helped an emerging RIA with limited to no internal technology support that was unable to adequately support growth of their business.
We assessed the RIA’s technology application support needs and created an internal technology support organization designed to support the user community. We then created the framework, roles and responsibilities, reporting lines and job requirements. Our final step was to interview and help hire people to fill the roles.
The RIA now has a team to provide technology and internal application support that confidently meets the needs of their growing business.
A turnkey advisor platform came to us when it needed to improve its overall cybersecurity program. Its firewalls were implemented, configured and monitored inconsistently and they didn’t have consistent cybersecurity education or policies.
After a careful assessment of the current state of the firm’s cybersecurity, we worked with its existing vendors to improve the implementation and monitoring of firewalls and brought in a new vendor specializing in cyber security policies, oversight and education to fill in the gaps in those areas.
With a stronger program that offers more consistency and better monitoring, the firm’s risk is reduced and more employees understand how to protect systems and data.
A multi-family RIA with over 400+ clients and $13 billion of assets under management was delivering inconsistent and inefficient support to its advisors which was stifling the firm’s growth. The RIA’s leadership asked us to design a best-in-class operations structure with a clear path to scale that empowers employees to deliver exceptional service that drives organization growth.
F2 Strategy partnered with the COO over three months to optimize the operational team structure and create a platform grounded in defined processes, measurable accountability, automation, and quality data. Our process included validating the current state, comparing the firm against industry benchmarks and designing a new organizational structure for operations. We spent a lot of time interviewing team members and evaluating high friction areas such as onboarding, money movement and portfolio management tasks to make informed decisions.
The resulting new organization structure eliminated silos, process inefficiencies and associated bottlenecks. The operations team was streamlined and able to be reduced by two full-time employees. Staff were matched with new job descriptions and annual metrics aligned to core strengths. The new team approach is leading to better client outcomes through efficient processes with the right resources focused on adding value throughout the wealth management lifecycle. The firm expects the new structure to support future growth without the need to add as many resources as before.
An RIA with $4 billion in assets under management historically underspent on technology, leaving it with an immature platform with bifurcated data, limited integrations and no digital experience. The firm was uncompetitive and client revenue suffered. It needed a comprehensive roadmap to modernize the technology stack with a clearly articulated execution plan in a calculated sequence to facilitate a more effective and profitable client experience and achieve its fee revenue goal of $100 million.
For three months, F2 Strategy partnered with the firm to paint a clear picture of what the industry is doing and provide an unbiased perspective on where the firm is on and off track. We developed a long-term vision that focused on the technology and capabilities the firm needs to amplify business outcomes. We also conducted a comprehensive evaluation of their vendors and recommended a clear path on how and when to eliminate or switch.
The new multi-year technology roadmap with clear definition in scope, costs and impact is driving alignment among executives and advisors. They now have guidance on their technology investments and can make the right strategic decisions on when to buy, build or outsource capabilities to optimize outcomes for the firm. Additionally, the RIA is benefiting from cost savings on renegotiated contracts, elimination of duplication and streamlined client experience. All of these benefits help support an increase in its private equity valuation.
