Posts Tagged Trust Company

Why Are Family Members Disinherited?

What does it take to get written out of the family will? Is it betrayal, gambling, cheating, a lack of affection, or what? Our report this week delves into this thorny issue and finds some answers.

Nasim Afshar, 60, an attractive Persian woman, met her husband, British-born Nigel Ruddy, in Germany and was married to him for over 15 years. No one could say their marriage was in trouble. They loved each other.

Last month, Nigel died unexpectedly of heart failure in a hospital near their home in Barcelona. Nigel had been a thrifty man, always saving, even opting for wearing heavy jackets in home during the winter to save on heating bills.

He had one son from a previous marriage who enjoyed wine, women and gambling. Nigel always tried to teach his son the values of saving, but most of the time it went in one ear and out the other. But nevertheless, Nigel loved him.

And he died a rich man. Living in Spain permitted him to avoid most taxes and together with his properties in England and shops in Germany, he was worth well over $50 million.

This week two of Nigel’s wills surfaced, both providing for nothing for his wife beyond a prepaid debit card loaded with 10,000 euros and the right to “stay” in their home until she died. The remainder of his estate of millions went to his son.

What caused Nigel to disinherit his wife Nasim?

Sociologist Tom Brittan says many things built up over the years could have led to a spouse being disinherited at the final moment.

“Perhaps Nigel caught Nasim cheating during the marriage, but chose to do nothing over the years to keep a status quo marriage going,” he says. “And when dealt with death, he said ‘too bad, Nasim, this is your punishment.’”

Complications abound

Executors and estate planners are seeing more of this now, as multiple marriages and affairs are rampant. Meanwhile, the lawyers say it’s gotten harder to keep balancing between the deceased and all the would-be heirs.

Hollywood’s fetish for turning the reading of the will into a ritualistic cliffhanger has left its mark on generations of wealthy families, despite the best efforts of their estate planners.

The heavy legal lifting should have already been done. The money and property should be in trust and the surviving spouse should know exactly what the marital contract lays out as his or her share of the estate.

But the drama of stringing a hated relative along until the end still be irresistible for a testator with a grudge, even if it makes an already fractured family situation both worse and permanent.

“We see it all, and the decisions around who gets excluded from the inheritance are always unique,” says Michael Roberts, who runs Reliance Trust’s personal trust business.

“Any time you combine the financial and the emotional levels, every family is going to be reacting to its own history and setting rules for its own future.”

Finding a compromise before the coffin shuts

I couldn’t find a single attorney who relishes the prospect of helping a disgruntled client disinherit a relative — much less push their way back into an estate they’ve been deliberately shut out of.

Most are more sympathetic to California estate planner Jim Leese’s policy of trying to get all parties to reconcile their differences from one side of the grave or the other.

“Unless the hurt or ignored client acts responsibly and has the talk with the person who is offending them, the effect of the out-of-the-blue disinheritance may unwittingly breed family contempt between siblings for generations,” he recommends.

This means one last try to work things out before the aggrieved parent or spouse signs the relative out of the will. Even if it fails, at least the underlying issues come out where people can work on them.

Children might not know how deeply they’ve alienated their parents, and the threat of being cut out of the estate gives them a powerful motive to realize how serious the estrangement has gotten.

Only a prenup can freeze the spouse out

A spouse also gets the chance to reevaluate the relationship — or consider divorce.

In the United States, there’s not much point in waiting until the will is read to “surprise” a disinherited spouse because there’s not much leeway for disinheriting a spouse in the first place, the experts tell me.

“It takes work to leave a spouse with nothing,” says South Carolina estate planner Evan Guthrie.

In community property states, the spouse is entitled to half the marital assets, and he or she can petition for a share of the estate everywhere else, except in Georgia.

That’s the house, the cars, anything that passes through probate and sometimes even life insurance and other assets that avoid the probate process.

Unless previous agreements expressly signed that right away, no estate plan can interfere with that elective share, so any attempt to cut him or her out will ultimately be symbolic only.

Even in Georgia, the spouse is entitled to at least a year’s support from the estate, whatever else the will says.

Naturally, this can force wealthy families to sell a house, business or other property in order to give the widowed spouse a legal share.

And this, in turn, makes a prenuptial contract a necessity when such property is at stake. If the relationship has deteriorated, it makes more sense to take a fresh look at any prenup and renegotiate it now, rather than let your client try to take revenge through a will that the court will simply overturn.

Such a revised marital contract might not ultimately be much cheaper for your client than a divorce, but at least it creates an opportunity to establish what assets are off the table — and which ones the spouse can legitimately claim.

Of course, it eliminates the sour punchline of “surprise, you get nothing” when the will is read, but your client won’t be around to laugh either way.

Think of the interests of the heirs your client does want to protect.

Trust eliminates the uncertainty

The motives for cutting a relative out of an estate range from the most primal — hate, abandonment, regret — to the most rational.

Plenty of blended families work to limit what the spouse and children from a second or third marriage can inherit, in order to protect the interests of the original sons and daughters.

Others simply prefer to allocate the wealth they leave behind to relatives who need or deserve it the most.

Children who stay at home to take care of a parent may get it all, while extremely successful offspring may be passed over in favor of their siblings.

Some children may not have what it takes to responsibly manage their share of a family business, in which case there’s not much sense in courting disaster in the name of fairness.

Merit and need are subjective decisions, so lawyers warn that clients should discuss even the most “high-minded” disinheritance schemes with their families before committing their wishes to paper.

That way, when the will indicates that a child “receives nothing, and knows the reason why,” there’s actually no room for misunderstanding.

On that note, it may sound cruel to refer to beloved relatives by name and then acknowledge that they’re not entitled to a share in the estate, but it’s actually best practice.

Naming the “disinherited” son or daughter minimizes the odds that they — or their advisors — will contest the will as incompetently forgetting that they’re in the picture. Even if the relationship is good, this is a chance to express the love, while spelling out the lack of a financial obligation.

As always, putting the assets in trust can eliminate a lot of the misunderstandings.

If competence is an issue, the trust can ensure that the relative benefits from the economic value of the assets without taking an active role in the way they’re run.

And since individual beneficiaries don’t need to know what their relative shares of the income are, unequal bequests can be handled discretely, without the public announcement that Hollywood associates with the reading of the will.

That’s what trust officers are trained to do.

“The trust business is really about supporting family dynamics,” says Michael Roberts of Reliance Trust. “At the end of the day, the financial aspect is only the most obvious aspect of that.”

Scott Martin, senior editor, The Trust Advisor.

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Help Wanted: Salesmen Preferred

Looking for a job in the trust industry with a high base salary and lots of perks? Jobs are abundant once again, but product knowledge and sales skills are essential.

The long recession froze hiring budgets throughout the financial industry, but now the trust business is thawing as firms staff up for the growth cycle.  Positions are opening, offers are getting made and compensation is on the rise—as long as you’re the kind of candidate that trust companies are hunting.

“We’re seeing more demand for upper management and sales types, anyone who can drum up business,” says Maggie Cunningham, a partner in Tulsa-based national recruiting firm BancSearch and a specialist in filling trust company jobs.

So far, regional trust companies have been fastest to staff up through the recruiter channel, Cunningham told me.

Saturna Trust, based in Reno, is one such expansion-oriented outfit. President Ken Cain told me that his company is taking on new talent at a pretty fast rate. In the last few months, he hired someone to sell into the philanthropic channel and a new wholesaler to cover the Midwest.

“As we bring in new business, we need new bodies,” he says.

The big boys are staffing up too, but as yet they’ve been hiring through their in-house departments instead of going through recruiters.

Wilmington Trust, in spite of  reporting a loss yesterday in the first quarter this year, remained positive about its wealth management and trust businesses. The firm added a total of 18 new wealth managers to its Atlanta team in the last six months. More hires are on the way as the gigantic trust company looks for opportunities to cross-sell its trust and investment services to high-net-worth clients throughout the Southeast.

Relationships are Everything

Significantly, Wilmington is looking for people who not only know how to crunch the numbers but can manage client relationships. Most of the recruiters I talked to for this story confirm that relationship managers are in and traditionally paperwork-oriented administrators or fiduciary staff are out.

“We’re just not seeing a lot of call for pure trust administration,” Cunningham told me.

While a lot of managers admit that they need to hire administrators, she says, not many are pushing the button.

Instead, they’re betting that better back office technology will help their existing support teams handle more accounts. And they’re routing more of their basic service requests away from trust officers and to front-line support, Cunningham says.

“Some of the larger banks now, if there’s under $3 million in the account, it goes straight to the call center now,” she told me. “Smaller organizations will still assign a trust officer to relatively small accounts, but even there, under $1 million can go to the call center instead.”

Other recruiters agree that you need to be able to do more than run the numbers to get a job in the trust business right now.

“You’ve got to have the interpersonal skills to deal with clients,” David Glaser, president of New York headhunting firm EGC Resources, told me. “There’s just not a real home anymore for somebody that’s just a strong technician like there was years ago.”

Glaser says the way it usually works is that trust companies wait until the rainmakers prove they can front new business, and then they bring in the support. But because the typical trust operation runs lean anyway, that could take awhile.

What People Are Making

In any event, the days when a trust department ran on commissions seem to be over as well. Instead, more managers are offering new trust officers that can bring in business a relatively high base and a performance bonus.

Saturna’s not paying anyone on commission. “We just don’t do it,” says Ken Cain.

As for base and bonus, Glaser estimates that the typical split probably breaks down into 70/30. On a plain vanilla trust officer compensation package, that translates to a base that starts at around $80,000 a year.

That fits the offers Maggie Cunningham is seeing. She says that bank trust departments tend to pay higher salaries in order to keep people aboard through boom and bust. But even trust officers getting jobs at RIA firms are working on salary now—although it’s likely to be a smaller one.

“They’re still in a different type of world because a lot of them got started in the wirehouses and so have that performance-based compensation model in their heads,” she told me.

Packages vary widely depending on where you are. High-growth markets like Nevada are competing harder for relatively scarce talent, but in the Midwest, years of bank mergers have brought trust company compensation down.

“Here in the auto belt, there’s been a real compensation reset,” notes Hunter Judson, who heads a banking-focused recruiting firm based in Grand Rapids, Michigan.

“Other markets are less affected, but in places like Detroit, you’re having people take 20% lower salaries than what they got at their old bank before they got consolidated out,” he told me.

People are settling because even though new jobs are finally opening up again, there’s still a lot of competition for each spot. Cunningham says she’s finally placing people who were laid off seven months ago, and even those who kept their jobs are getting restless.

“There’s a lot of dissatisfaction out there,” she told me. “If bonuses don’t pick up this year, a lot of people will start looking to move if they haven’t already.”

What’s the best advice for these people? Brush up your interpersonal skills so you can prove you can deal smoothly with clients. And don’t get hung up on your title, Judson says.

“It’s gotten impossible to generalize in the trust business from company to company and even from position to position within a department,” he told me.

“What a title means at one bank is very different from what you’ll end up doing at another bank, and if you go to a smaller outfit you’ll almost certainly have to do more things. Don’t get stuck on your old title. You can’t eat it.”

Scott Martin, contributing editor, The Trust Advisor Blog. Steven Maimes contributed to the research.

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America’s Largest Qualified Plan Check Processor to Launch South Dakota Trust Company

PIERRE, SD., Nov 27 – PenChecks, Inc. a Southern California-based retirement plan servicing firm was granted a trust charter on November 9th in South Dakota, according to a report recently released by the South Dakota Division of Banking.

PenChecks, Inc., according to its website, is the nation’s largest qualified plan benefit distribution processing organization.  It offers “a state-of-the-art, technology-based, affordable, professional and convenient solutions for plan sponsors, institutions and third-party administrators.”

Catherine Macleod, a qualified plan industry specialist told The Trust Advisor Blog, that PenChecks is one of the most recognized names in the retirement plan industry.  Most firms such as third party administrators (TPAs) and qualified plan sponsors, like mutual fund companies, use PenChecks for benefit check processing and tax return preparation–similar to the way payroll processing companies work in the payroll industry like ADP and others.

Macleod added, most of their clients either use bank trustees or self-trustee. It makes perfect sense that PenChecks would start its own trust company because many of its clients cannot afford the cost increases that bank’s third-party trustees are charging for serving as trustee for qualified plans.  As risks go up in the qualified plan, so do trustee fees, to compensate for the potential losses and claims.

She added, PenChecks will probably find a market for its trust company in two places.  The first place would be mutual fund companies that do not want to serve as their own trustee and do not wish to pay the high fees requested by banks.

Its second market would likely be companies that have been serving as their own trustee for their plans who are likely to grow and do not want or feel comfortable serving as trustee themselves.  In this case they would likely go to a PenChecks Trust Company for a lower cost all‑in‑one solution.

PenChecks is another example of an integrated growth strategy by a wealth management provider or service organization that believes it can do a better job, and charge less to serve its own client base, rather than outsourcing trustee work to a bank or independent trust company.

PenChecks Trust Company of America is the sixth public trust company to be opened this year in South Dakota; others include First Lawyers Trust Company which was recently approved and Dominion Trust Company which became licensed and operational in July.

South Dakota 2009 Launches

As more firms recognize that clients perform an all‑in‑one solution for financial needs more diversified financial and wealth management organizations will be launching their own trust companies in coming months.

Jerry Cooper, senior editor, The Trust Advisor Blog.

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Does a Client Have a Life After Death?

Russ Alan Prince and Hannah Shaw GroveAdvisors Who Manage Family Money Have an 8 out of 10 Chance of Being Fired by Heirs After Their Client Dies

Marketing buffs Russ Alan Prince and Hannah Shaw Grove offer tips to protect your relationship and reduce your chances of losing business.

Marketing strategists Russ Alan Prince and Hannah Shaw Grove recently released a report prepared for Rothstein Kass, a noted CPA firm, that reveals startling statistics about the rate heirs fire their parent’s advisors after they pass away. The report is based on surveys completed by the team over the last four years.

Results indicate that investment advisors are twice as likely to be fired by their heirs than a trust company hosting the vehicle funding their inheritance.

This data provides compelling evidence that advisors, wealth managers and others who manage client money need to be involved at an earlier stage in their client’s wealth transfer planning process. This should include their client’s trust preparation and ongoing administrative process. The data suggests that by either developing a relationship with a trustee provider, or with a directed trust arrangement, and/or starting their own advisor-owned trust company, an advisor can be more certain to hold onto their client’s accounts after the heirs parents pass away.

The simplest, but not necessarily the best way, to lock-in trust relationships is with a directed trust. A directed trust permits an advisor to have full discretion to choose investments that best meet the trust’s objectives including stocks, bonds, mutual funds and other marketable securities. Trust providers include Wilmington, Reliance, Northern, Sterling, Fiserv and other trust companies.

Directed trust arrangements have become better known. In 2007, The Wall Street Journal published an article – How Many Trustees Do You Need? The article highlighted the popular arrangements that more families are using; such as teams of multiple trustees and advisers, each with very specific roles and responsibilities.

The best way to maintain the greatest control is by owning a trust company. This integrated solution gives the advisor the greatest involvement in both trust creation and ongoing administrative process. Over the past few years, advisor-owned trust companies also have increased in popularity. With an advisor-owned trust company an advisor faces much lower odds that the heirs will flee once parents pass away. Advisor owned-trust company arrangements were featured last month in an Investment News article – More advisory firms expected to start trust companies.

The Investment News article pointed out that South Dakota has become a popular state for advisor-owned trust enterprises. Garrison Institutional, a consulting firm that helps advisors start trust companies published a complimentary special report on how the process works – Launching a South Dakota Trust Company.

FATAL ATTRACTIONS

Advisors were not the only providers to get the boot when parents pass away. The most likely providers to be fired are the parent’s business attorney, CPA and private banker. Therefore, developing strong relationships with these professionals could prove fatal as heirs clean house and appoint new players.

Who Gets Fired After the Client DiesPrince performed a similar study early in 2003 for Merrill Lynch Investment Managers – How Inheritors Find Their Advisor. He surveyed 334 inheritors who had inherited at least $1 million in the previous two years and the results corroborated the findings of the recent Rothstein Kass survey.

One theme in particular seemed apparent in both studies. In the earlier 2003 study, 96 percent of clients only wanted to work with wealth managers that had experience handling wealthy clients that had access to otherwise unavailable options such as sub-managers, hedge funds and private equity deals often reserved for the ultra-high net worth investors.

Given these responses, Prince and Grove suggest inheritors need to invest their money in different ways than their parents.

Based on the data of the recent Rothstein Kass survey, the 2003 Prince survey, and other advisors I work with, there are seven solid strategies to follow in building and protecting client relationships:

1. Most important, develop relationships with trust company’s administrative trustees and other trust providers so that advisors are a part of the trust relationship.

2. Be sure that the advisor is named as the investment advisor in any successor of transfer instruments such as a revocable living trust or any other trust that provides for client succession planning.

3. Beyond meeting the parents meet the kids. Involve yourself early on in the family education process. Provide investor education and include the prospective heirs in any major investment decisions.

4. Avoid running into clashes between parent and heir agreements as the client may feel that the advisor is pandering to the heir and that will disregard the advice and the account objectives of the parents.

5. Be empathetic. The emotional toll of having an heir become wealthy immediately means a reassembly of their priorities, life’s goals and investment objectives.

6. Distance yourself from the providers that are most likely to be ditched after death. These include the client’s business attorney, CPA and private banker.

7. Add value to your service. The advisor and trust provider should offer wealth transfer planning and asset protection to create motivation for the heirs to stay put.

In summary, as your client’s wealth begins to grow and multi-generational planning concerns become more apparent, it is important for the advisor not to take the ostrich approach and hide from being involved with the client and heirs in strategic meetings.

Remember, the trust provider and trust company are the least likely to go when your client dies. Develop a strong bond and meaningful relationship with them and you will find yourself less likely to be eliminated when the new regime takes over.

Jerry Cooper, senior editor, The Trust Advisor Blog

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