Posts Tagged Trust Updates

New 401(k) Disclosure Regs Put DOL Cops in Frying Pan on Agency Webcast

Endless questions and clarifications highlight the extent of confusion out there after Labor Department crackdown on disclosure and third-party responsibilities.

UPDATE: EBSA has further complicated the situation by tabling its proposed rules for professionals who provide advice or other services to retirement plans. Previously, plan advisors were looking at being held to an even stricter code of conduct than the fiduciary standard that RIAs currently uphold. Rep. Barney Frank (D-MA) was instrumental in getting the Labor Department to reconsider.

Things are looking unsettled in the 401(k) world as the Employee Benefits Security Administration keeps ironing out exactly what plans need to say, what they can charge and who’s to blame when things go wrong.

Even once-routine aspects of the the $13 trillion retirement business are becoming controversial. Read the rest of this entry »

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Provident Trust Launches Campaign to Help Advisors Get Smarter, Wealthier

CEO says the “Professional Advisors Alliance” creates a pathway to provide RIAs, estate planners, CPAs and others everything they need to sell, support and profit from trust relationships. The Nevada-based trust company says advisors can sample support with a “free guide” at www.providentfreereport.com.

Provident Trust Group, the fast-tracked trust provider that was the focus of our rags to riches story last year, intends to redefine the way advisors handle trust business going forward.

“Advisors have been given the short end of the stick when it comes to hand-holding lucrative client relationships.” says Theresa Fette, Provident’s co-founder and CEO.

The near $1 billion Las Vegas-based powerhouse sees advisors and estate planners as the key to growing itself and along with it, the advisors’ business as well.

Its latest strategic marketing campaign is stunning in its outside-the-box audacity.

“The state of the art in the industry right now seems to be reassuring advisors, accountants and lawyers who work with high-net-worth clients that the trust company is not going to actively compete against the advisor,” Fette added.

A full platform for “trust advisor” support

To achieve this goal, Provident is reaching out with a wide range of issue-oriented, product-agnostic educational materials, white-label marketing support and even consulting fees for advisors who help their clients move their money into the company’s trust vehicles.

The fee proposition in itself represents a quantum leap forward for an industry that is still coming to terms with the fee-splitting aspects of directed trust arrangements.

While Provident does embrace directed trusts, in which outside advisors can go on investing their clients’ wealth — and booking the management fees — even after it is granted to a trust, the consulting fee gives advisors a way to go beyond simply protecting their existing business.

In fact, creating an incentive for recommending various forms of trust can make “trust advisor” a separate profit center for advisors who previously relied on retirement planning, investment selection or some other specialty to pay the rent.

“This provides them with a way to justify the time and expertise they put into helping their best clients set up trusts and capture recurring revenue as well,” Fette explains.

Naturally, Provident reaps its own rewards in the form of administration and custody fees, as well as the sheer economies of scale that increased market share is already creating.

Back in September, the company only had $750 million in custody across maybe 10,000 accounts.

Now, Fette tells us Provident has captured another 2,000 accounts and another $75 million, which translates into annualized growth of about 20%.

Compare that to what Bernard Garbo at Trust Updates has determined is an 8% average growth rate for trust companies in this size bracket, and the success story becomes crystal clear.

Business development through private label reports

Along with Jason Helquist, the company’s co-founder and chief compliance officer, Fette is devoted to the idea that the more an advisor knows — especially about a complex field like trusts — the better equipped he or she will be to turn it into a profitable business.

“We believe very strongly that business development is rooted in education,” Fette says.

“Based on a webinar we did recently, one referring advisor was able to take a product idea using 401(k)s and alternative investments and turn it in $25 million in AUM,” she adds.

Provident’s educational support also plays into this theme as well.

The first reports include “The Extended Bush Tax Cuts in Plain English,” which lays out the impact of the 2011 tax overhaul on investors and small business owners. (Click HERE to receive it.)

Provident retained San Francisco based, Financial Marketing Associates to help develop its marketing strategy, produce reports and launch an email marketing campaign to trust firms, estate planners, financial advisors, life insurance agents and FINRA broker-dealers.

The first report and others on asset protection trusts and directed trusts can be branded to include the advisor’s name on the cover and content they may contribute.

Future publications in the series will focus on tax planning and other topics.

The goal here is not to sell Provident’s products, but to expand the pool of professional advisors out there who can recognize when it might be appropriate to suggest that a client investigate a trust.

As the provider of all this information, Provident is likely to be the first company that advisors call when and if they do need help setting up a trust for a client.

That’s fine with Fette, but it’s not the immediate goal, she says.

“These are product-neutral. Of course we can help with the implementation, but they’re really about improving the level of practice out there to everyone’s benefit,” she explains.

“Some practitioners use old and cold law and that’s ultimately unfortunate for their client.”

More progress down the road

Provident has lined up brochures and other client-oriented marketing materials along with a trust savvy sales team to support the advisor. The strategy parallels the role of a traditional mutual fund or direct participation program wholesaler, but in the trust space.

Like a wholesaler, Provident aims to teach its affiliates — members of what Fette calls the Professional Advisor Alliance Program — how to sell trusts to clients who could benefit from them.

The clients win because they get the benefit of the finest estate and tax planning expertise out there, along with the most sophisticated vehicles and strategies.

The advisors win. And Provident gets a shot at becoming a much bigger player in the trust industry.

It’s ambitious, but that’s the way Fette and Helquist think.

“I consider Nevada the most progressive state in the country as far as trust law is concerned,” Fette says.

“We have some of the best attorneys in the country and one of the most progressive environments for setting up trusts,” she adds.

“I want Provident to be the most progressive trust company in the most progressive state in the country.”

Scott Martin, contributing editor, The Trust Advisor Blog. Jerry Cooper and Steve Maimes contributed to the reporting and research.

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GlobalBridge UMA Platforms Continue to Win More Trust Firms

Trust banks and independents are flocking to the firm’s easy-to-use manager selection and monitoring as their preferred choice for UMA overlay management.

In an environment where financial institutions are grappling with the notion that you can be both too big to fail and too big to earn a decent profit, banks and trust companies alike are adopting unified managed account (UMA) overlay wealth management as the answer.

GlobalBridge, a Minneapolis-based UMA overlay solutions provider, has seen demand for its services surge as the logic of outsourcing day-to-day investment decisions in order to focus on client relationships becomes crystal-clear.

The company now distributes the money management expertise that runs $440 million in client assets for 65 banks, independent trust companies like Atlanta’s Reliance Trust, a few independent broker-dealers and even a number of advisory firms.

Most recently, the company added River Rock Asset Management to the list and is currently negotiating with several other potential customers.

Delegating non-core wealth management functions like trading and back off routines, manager due diligence and research is a big part of the modern strategic landscape for any trust operation, explains GlobalBridge CEO Kelly Coughlin.

“Successful firms in the industry are focusing on their core competencies and offloading the rest,” he says. “This is a common theme in modern business, but it’s more important now than ever.”

Specialization is the key

Globalbridge’s UMA overlay system gives clients the benefits of world-class investment ideas at a better price than its competitors — for both the investor and the firm applying the overlay.

As industry analyst Robert Testa of Cerulli Associates has pointed out, freeing trust officers from the responsibility of performing as “pseudo-portfolio managers” eliminates distractions and lets them focus on their core competency: managing relationships with trust grantors and beneficiaries.

But refusing to delegate may be strangling bank trust departments in particular. Bernard Garbo, publisher of Trust Updates, notes that trying to do everything in-house can have a serious negative impact on profitability in today’s financial services industry.

“The most profitable trust institutions are simply not full-service organizations,” he says. “They are generally focused on only two or three markets, whereas 90% of the bank trust departments take a full-service approach to as many as five or six key account categories.”

On the independent trust company side, overlay can be a competitive advantage by giving a firm with limited in-house proprietary wealth management expertise present an investment services profile that compares with its biggest white-glove rivals.

Here, too, specialization is the secret. An independent trust company or regional bank can still focus on differentiating its investment platform in one or two proprietary strategies — large-cap value, for example, or municipal bonds — without having to support everything other asset class under the sun.

In fact, in June, $70 billion Reliance Trust teamed up with GlobalBridge to co-develop and cross-sell overlay solutions into the RIA and independent broker-dealer channels.

By letting both Reliance and GlobalBridge focus on what they do best — trust and custodial services, on the one hand, and managed accounts on the other — the deal “puts both firms in a solid position to deliver industry-leading open architecture investment platforms,” said Reliance CEO Anthony Guthrie when the deal was announced.

The UMA advantage

While older forms of open architecture investment management — separately managed accounts or SMAs — have failed to catch on with fiduciaries unwilling to actually sign over the underlying assets to the outside managers, systems like what GlobalBridge offers take a more sophisticated approach.

Instead of SMAs forcing a bank or trust company to export client funds, these new products work on a unified managed account or UMA model that keeps the assets in-house and imports the expertise of third-party managers.

This expertise is then applied or “overlaid” onto the UMA assets, creating a mirror of what the outside manager would do with the money — but without ever giving up control of the funds.

The bank or trust officer chooses which managers to use and how to allocate the portfolio among their strategies — GlobalBridge has about 70 managers and over 100 separate strategies to choose from, for example.

Because the funds remain in-house in a UMA system, trust officers can monitor and tweak the models to reflect their in-depth knowledge of their clients’ situations and overriding wishes.

Tax efficiency and the ability to screen investments to comply with a trust grantor’s investment policy statement are only the tip of the iceberg here.

Integrated solutions like what GlobalBridge offers can streamline the work of “managing the managers” by as much as 75% or even more, ensuring that both compliance and the fiduciary duty to invest client money the best way available are satisfied.

That kind of cooperative approach is the heart of the overlay philosophy, Coughlin says.

“We want to build our business around clients we enjoy and have mutual respect for,” he says. “Each of us wants to make sure the other is creating value, not trying to find who can do something for the lowest price. It’s always got to be a mutual thing.”

Scott Martin, contributing editor, The Trust Advisor Blog. Jerry Cooper contributed to the editing.

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Trust Firms’ Profits Stay Positive in First Quarter

Full-service banks are still fighting headwinds, but business is booming in their trust departments. More specialized trust companies are making a lot of money.

It was another bumpy season for the big banks, but when you drill down into the numbers, the trust business is ramping up in terms of both activity and profits.

Most of the publicly held names in the trust industry booked a solid first-quarter profit as trust fee income expanded by about 20% to 25%. Northern Trust, Washington Trust and Westwood Trust all improved their bottom line.

The best performers attribute the improvement to a mix of tactical business development and old-fashioned organic growth. For example, Westwood Holdings, the parent of Dallas-based Westwood Trust, boosted its trust income 24% to $3 million in the quarter.

“We’ve hired a new trust officer and are hoping he will help us grow,” William Hardcastle, the company’s chief financial officer, told me.

“But about 3/4 of our new cash flows are from referrals or new assets from existing clients,” he added. “Clients are not quite as afraid as they were. That’s very welcome.”

Northern Trust reported a 25% increase in trust and other fees. Washington Trust bumped up its wealth management revenue by 16%.

Selected Trust Institutions:
2009 Scorecard

 

Fiduciary
Assets

Fiduciary Revenue

Institution

12/31/09

Change from 12/31/08

12/31/09

Change from 12/31/08

Northern Trust (IL)

$3.9 trillion

20%

$2.2 billion

-4%

Wilmington Trust (DE)

$185 billion

10%

$288 million

96%

Bessemer Trust (NY)

$47 billion

4%

$284 million

18%

Wellington Trust (MA)

$31 billion

25%

$188 million

-4%

Glenmede Trust (PA)

$18 billion

10%

$80 million

25%

Boston Trust (MA)

$4 billion

14%

$20 million

26%

Lehman Bros. Trust (NY)

$3 billion

9%

$18 million

-29%

Haverford Trust (PA)

$3 billion

13%

$13 million

7%

Washington Trust (RI)

$2 billion

15%

$1 million

19%

Westwood Trust (TX)

$2 billion

29%

$10.3 million

-6%

Legacy Trust (MA)

$1.7 billion

38%

$8.5 million

23%

Trust Co. of Toledo (OH)

$1.7 billion

21%

$4 million

22%

Unified Trust (KY)

$1.6 billion

30%

$13.5 million

26%

Philadelphia Trust (PA)

$1.3 billion

18%

$6 million

19%

Source: Trust Performance Report, A.M. Publishing, Chicago, IL. and SEC website. Representative sample only; not a comprehensive list.

Drilling down

That’s nice for the big institutions, but most trust companies aren’t publicly traded and don’t announce their results. To get the score on smaller trust operations, we got in touch with the expert number-trackers at Trust Updates in Chicago.

First-quarter numbers are just trickling in now, but Bernard Garbo, publisher of the company’s Trust Performance Report, told me that if early indications are any guide, the rising tide is still lifting all the boats.

“Larger institutions seem to be doing fairly well, but the rest are reporting that assets are up as well,” he says.

Garbo sees the best growth potential in institutional markets like employee benefits programs and other corporate trust services. However, the biggest trend he’s noticed is that the trust companies that can squeeze the most profits out of their assets tend to be specialists.

“Institutions that tend to specialize in fewer account categories are often the most profitable,” he told me.

“That’s not to say that some full-service operations aren’t making money, but especially among the independent trust companies, it seems difficult to be all things to all clients,” he added.

Trust works when lending fails

If specialists are reaping big rewards, the reverse also seems to be true. Full-service banks where trust is only a slice of a larger service platform don’t seem to be doing so well.

Among the big integrated trust banks, Wilmington Trust lost $29 million and Marshall & Ilsley lost $140 million. Both confessed that problems in their loan portfolios dragged their results down, but it wasn’t the trust departments’ fault. In fact, both banks singled out their wealth management operations as a bright spot.

Bank analyst Richard Bove at Rochdale Securities told me this is a natural part of the business cycle.

“The trust business is all about regular fee income and incremental growth,” he says.

“Because of this, it rarely suffers when the market does poorly, and in fact can provide a buffer when the environment turns against an institution’s riskier activities.”

Wilmington has tweaked its business to take advantage of the trend. The bank saw its core trust revenue climb 11% in the first quarter and its assets under administration surge 22%, thanks in part to an aggressive new sales campaign.

“Our reputation as a superior fiduciary and service provider continues to serve us well,” Mark Graham, executive vice president of Wilmington’s wealth advisory services unit, told me, adding that new account activity is up 34% over last year.

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

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