www.kitces.com
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Submitted URL: https://cjrry04.na1.hubspotlinks.com/Ctc/LX+113/cJrRY04/VX3rs897Vg2XVnWMkP7r_Y3SW2F3lfm4Gs9ckN1KM5tZ3lScGV1-WJV7CgS8lW3syNDT6qkYF5W56...
Effective URL: https://www.kitces.com/blog/kitces-wealthtech-advisortech-trends-adoption-satisfaction-disruption/?utm_medium=email&_hs...
Submission: On March 11 via api from CH — Scanned from DE
Effective URL: https://www.kitces.com/blog/kitces-wealthtech-advisortech-trends-adoption-satisfaction-disruption/?utm_medium=email&_hs...
Submission: On March 11 via api from CH — Scanned from DE
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.cp_style_40768 .cp-popup .cpro-form .cp-form-input-field::-moz-placeholder {
color: #666;
}
.cp_style_40768 .cp-popup .cpro-form .pika-lendar table tbody button:hover {
background: #666;
}
.cp_style_40768 .cp-popup .cpro-form .pika-lendar table tbody .is-selected .pika-button {
background: #666;
box-shadow: inset 0 1px 3px #666;
}
.cp_style_40768 #form_field-40768 {}
}
.cp_style_40768 #cp_heading-2-40768 .cp-target {
font-family: inherit;
font-style: Inherit;
font-weight: Inherit;
font-size: 26px;
line-height: 1;
letter-spacing: 0px;
text-align: center;
color: #003780;
width: 264px;
height: 46px;
}
.cp_style_40768 #cp_heading-2-40768 .cp-target:hover {}
.cp_style_40768 #cp_heading-2-40768 .cp-rotate-wrap {
transform: rotate(0deg);
}
.cp_style_40768 #cp_heading-2-40768 {
left: -49.23828375px;
top: 35.80077875px;
z-index: 2;
}
@media (max-width: 767px) {
.cp_style_40768 #cp_heading-2-40768 .cp-target {
font-family: inherit;
font-style: Inherit;
font-weight: Inherit;
font-size: 12px;
line-height: 1;
letter-spacing: 0px;
text-align: center;
color: #003780;
width: 125px;
height: 22px;
}
.cp_style_40768 #cp_heading-2-40768 .cp-target:hover {}
.cp_style_40768 #cp_heading-2-40768 .cp-rotate-wrap {
transform: rotate(0deg);
}
.cp_style_40768 #cp_heading-2-40768 {
left: -23px;
top: 17px;
z-index: 2;
}
}
.cp_style_40768 #cp_heading-3-40768 .cp-target {
font-family: inherit;
font-style: Inherit;
font-weight: Inherit;
font-size: 26px;
line-height: 1;
letter-spacing: 0px;
text-align: left;
color: #003780;
width: 624px;
height: 69px;
}
.cp_style_40768 #cp_heading-3-40768 .cp-target:hover {}
.cp_style_40768 #cp_heading-3-40768 .cp-rotate-wrap {
transform: rotate(0deg);
}
.cp_style_40768 #cp_heading-3-40768 {
left: 20px;
top: 80px;
z-index: 3;
}
@media (max-width: 767px) {
.cp_style_40768 #cp_heading-3-40768 .cp-target {
font-family: inherit;
font-style: Inherit;
font-weight: Inherit;
font-size: 12px;
line-height: 1;
letter-spacing: 0px;
text-align: left;
color: #003780;
width: 230px;
height: 33px;
}
.cp_style_40768 #cp_heading-3-40768 .cp-target:hover {}
.cp_style_40768 #cp_heading-3-40768 .cp-rotate-wrap {
transform: rotate(0deg);
}
.cp_style_40768 #cp_heading-3-40768 {
left: 10px;
top: 38px;
z-index: 3;
}
}
.cp_style_40768 #cp_heading-4-40768 .cp-target {
font-family: inherit;
font-style: Inherit;
font-weight: Inherit;
font-size: 26px;
line-height: 1;
letter-spacing: 0px;
text-align: left;
color: #003780;
width: 678px;
height: 69px;
}
.cp_style_40768 #cp_heading-4-40768 .cp-target:hover {}
.cp_style_40768 #cp_heading-4-40768 .cp-rotate-wrap {
transform: rotate(0deg);
}
.cp_style_40768 #cp_heading-4-40768 {
left: 20.66406px;
top: 148.78906px;
z-index: 4;
}
@media (max-width: 767px) {
.cp_style_40768 #cp_heading-4-40768 .cp-target {
font-family: inherit;
font-style: Inherit;
font-weight: Inherit;
font-size: 12px;
line-height: 1;
letter-spacing: 0px;
text-align: left;
color: #003780;
width: 239px;
height: 33px;
}
.cp_style_40768 #cp_heading-4-40768 .cp-target:hover {}
.cp_style_40768 #cp_heading-4-40768 .cp-rotate-wrap {
transform: rotate(0deg);
}
.cp_style_40768 #cp_heading-4-40768 {
left: 10px;
top: 70px;
z-index: 4;
}
}
.cp_style_40768 #cp_paragraph-4-40768 .cp-target {
font-family: inherit;
font-style: Inherit;
font-weight: Inherit;
font-size: 18px;
line-height: 1.5;
letter-spacing: 0px;
text-align: left;
color: #000000;
width: 461px;
height: 102px;
}
.cp_style_40768 #cp_paragraph-4-40768 .cp-target:hover {}
.cp_style_40768 #cp_paragraph-4-40768 .cp-rotate-wrap {
transform: rotate(0deg);
}
.cp_style_40768 #cp_paragraph-4-40768 {
left: 20.6249975px;
top: 216.77734125px;
z-index: 5;
}
@media (max-width: 767px) {
.cp_style_40768 #cp_paragraph-4-40768 .cp-target {
font-family: inherit;
font-style: Inherit;
font-weight: Inherit;
font-size: 9px;
line-height: 1.5;
letter-spacing: 0px;
text-align: left;
color: #000000;
width: 219px;
height: 48px;
}
.cp_style_40768 #cp_paragraph-4-40768 .cp-target:hover {}
.cp_style_40768 #cp_paragraph-4-40768 .cp-rotate-wrap {
transform: rotate(0deg);
}
.cp_style_40768 #cp_paragraph-4-40768 {
left: 10px;
top: 107px;
z-index: 5;
}
}
.cp_style_40768 #cp_paragraph-5-40768 .cp-target {
font-family: inherit;
font-style: Inherit;
font-weight: Inherit;
font-size: 18px;
line-height: 1.5;
letter-spacing: 0px;
text-align: left;
color: #000000;
width: 461px;
height: 110px;
}
.cp_style_40768 #cp_paragraph-5-40768 .cp-target:hover {}
.cp_style_40768 #cp_paragraph-5-40768 .cp-rotate-wrap {
transform: rotate(0deg);
}
.cp_style_40768 #cp_paragraph-5-40768 {
left: 20.66406px;
top: 318.76952875px;
z-index: 6;
}
@media (max-width: 767px) {
.cp_style_40768 #cp_paragraph-5-40768 .cp-target {
font-family: inherit;
font-style: Inherit;
font-weight: Inherit;
font-size: 9px;
line-height: 1.5;
letter-spacing: 0px;
text-align: left;
color: #000000;
width: 178px;
height: 52px;
}
.cp_style_40768 #cp_paragraph-5-40768 .cp-target:hover {}
.cp_style_40768 #cp_paragraph-5-40768 .cp-rotate-wrap {
transform: rotate(0deg);
}
.cp_style_40768 #cp_paragraph-5-40768 {
left: 10px;
top: 157.5px;
z-index: 6;
}
}
.cp_style_40768 #cp_shape-5-40768 .cp-target {
fill: #005491;
stroke-width: 2;
width: 665px;
height: 79px;
}
.cp_style_40768 #cp_shape-5-40768 .cp-target:hover {}
.cp_style_40768 #cp_shape-5-40768 .cp-target {}
.cp_style_40768 #cp_shape-5-40768 .cp-target~.cp-field-shadow {}
.cp_style_40768 #cp_shape-5-40768 {}
.cp_style_40768 #cp_shape-5-40768 .cp-rotate-wrap {
transform: rotate(0deg);
}
.cp_style_40768 #cp_shape-5-40768 {}
.cp_style_40768 #cp_shape-5-40768 {
left: -4px;
top: 407px;
z-index: 7;
}
@media (max-width: 767px) {
.cp_style_40768 #cp_shape-5-40768 .cp-target {
fill: #005491;
stroke-width: 2;
width: 306px;
height: 37px;
}
.cp_style_40768 #cp_shape-5-40768 .cp-target:hover {}
.cp_style_40768 #cp_shape-5-40768 .cp-target {}
.cp_style_40768 #cp_shape-5-40768 .cp-target~.cp-field-shadow {}
.cp_style_40768 #cp_shape-5-40768 {}
.cp_style_40768 #cp_shape-5-40768 .cp-rotate-wrap {
transform: rotate(0deg);
}
.cp_style_40768 #cp_shape-5-40768 {}
.cp_style_40768 #cp_shape-5-40768 {
left: 0px;
top: 227px;
z-index: 7;
}
}
.cp_style_40768 #cp_email-5-40768 .cp-target {
width: 325px;
height: 40px;
}
.cp_style_40768 #cp_email-5-40768 .cp-target:hover {}
.cp_style_40768 #cp_email-5-40768 {
left: 20px;
top: 431px;
z-index: 8;
}
@media (max-width: 767px) {
.cp_style_40768 #cp_email-5-40768 .cp-target {
width: 154px;
height: 19px;
}
.cp_style_40768 #cp_email-5-40768 .cp-target:hover {}
.cp_style_40768 #cp_email-5-40768 {
left: 4px;
top: 231.46875px;
z-index: 8;
}
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target {
font-family: inherit;
font-style: Inherit;
font-weight: Inherit;
font-size: 14px;
letter-spacing: 0px;
text-align: center;
color: #fff;
background: #3498db;
background: -webkit-radial-gradient(at bottom right, #3498db 0%, #6fb0de 100%);
background: -moz-radial-gradient(at bottom right, #3498db 0%, #6fb0de 100%);
background: -o-radial-gradient(at bottom right, #3498db 0%, #6fb0de 100%);
background: radial-gradient(at bottom right, #3498db 0%, #6fb0de 100%);
width: 285px;
height: 40px;
padding: 0px 15px 0px 15px;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target:hover {
color: #fff;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target {
border-style: none;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target~.cp-field-shadow {
border-style: none;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target {
border-color: #757575;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target~.cp-field-shadow {
border-color: #757575;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target {
border-width: 1px 1px 1px 1px;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target~.cp-field-shadow {
border-width: 1px 1px 1px 1px;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target~.cp-field-shadow {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target>.cp-close-link {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target>.cp-close-image {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target {}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target~.cp-field-shadow {}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-rotate-wrap {
transform: rotate(0deg);
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target:hover {}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target:hover~.cp-field-shadow {}
.cp_style_40768 #cp_gradient_button-5-40768 {
left: 359.648435px;
top: 431.91406px;
z-index: 10;
}
@media (max-width: 767px) {
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target {
font-family: inherit;
font-style: Inherit;
font-weight: Inherit;
font-size: 7px;
letter-spacing: 0px;
text-align: center;
color: #fff;
background: #3498db;
background: -webkit-radial-gradient(at bottom right, #3498db 0%, #6fb0de 100%);
background: -moz-radial-gradient(at bottom right, #3498db 0%, #6fb0de 100%);
background: -o-radial-gradient(at bottom right, #3498db 0%, #6fb0de 100%);
background: radial-gradient(at bottom right, #3498db 0%, #6fb0de 100%);
width: 135px;
height: 19px;
padding: 0px 15px 0px 15px;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target:hover {
color: #fff;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target {
border-style: none;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target~.cp-field-shadow {
border-style: none;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target {
border-color: #757575;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target~.cp-field-shadow {
border-color: #757575;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target {
border-width: 1px 1px 1px 1px;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target~.cp-field-shadow {
border-width: 1px 1px 1px 1px;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target~.cp-field-shadow {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target>.cp-close-link {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target>.cp-close-image {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target {}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target~.cp-field-shadow {}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-rotate-wrap {
transform: rotate(0deg);
}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target:hover {}
.cp_style_40768 #cp_gradient_button-5-40768 .cp-target:hover~.cp-field-shadow {}
.cp_style_40768 #cp_gradient_button-5-40768 {
left: 166px;
top: 236.96875px;
z-index: 10;
}
}
.cp_style_40768 #cp_image-5-40768 .cp-target {
width: 166px;
height: 163px;
}
.cp_style_40768 #cp_image-5-40768 .cp-target:hover {}
.cp_style_40768 #cp_image-5-40768 .cp-target {
border-style: none;
}
.cp_style_40768 #cp_image-5-40768 .cp-target~.cp-field-shadow {
border-style: none;
}
.cp_style_40768 #cp_image-5-40768 .cp-target {
border-color: #757575;
}
.cp_style_40768 #cp_image-5-40768 .cp-target~.cp-field-shadow {
border-color: #757575;
}
.cp_style_40768 #cp_image-5-40768 .cp-target {
border-width: 1px 1px 1px 1px;
}
.cp_style_40768 #cp_image-5-40768 .cp-target~.cp-field-shadow {
border-width: 1px 1px 1px 1px;
}
.cp_style_40768 #cp_image-5-40768 .cp-target {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_image-5-40768 .cp-target~.cp-field-shadow {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_image-5-40768 .cp-target>.cp-close-link {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_image-5-40768 .cp-target>.cp-close-image {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_image-5-40768 .cp-target {}
.cp_style_40768 #cp_image-5-40768 .cp-target~.cp-field-shadow {}
.cp_style_40768 #cp_image-5-40768 .cp-rotate-wrap {
transform: rotate(0deg);
}
.cp_style_40768 #cp_image-5-40768 .cp-target:hover {}
.cp_style_40768 #cp_image-5-40768 .cp-target:hover~.cp-field-shadow {}
.cp_style_40768 #cp_image-5-40768 {
left: 486.23046625px;
top: 225.95702875px;
z-index: 11;
}
@media (max-width: 767px) {
.cp_style_40768 #cp_image-5-40768 .cp-target {
width: 79px;
height: 77px;
}
.cp_style_40768 #cp_image-5-40768 .cp-target:hover {}
.cp_style_40768 #cp_image-5-40768 .cp-target {
border-style: none;
}
.cp_style_40768 #cp_image-5-40768 .cp-target~.cp-field-shadow {
border-style: none;
}
.cp_style_40768 #cp_image-5-40768 .cp-target {
border-color: #757575;
}
.cp_style_40768 #cp_image-5-40768 .cp-target~.cp-field-shadow {
border-color: #757575;
}
.cp_style_40768 #cp_image-5-40768 .cp-target {
border-width: 1px 1px 1px 1px;
}
.cp_style_40768 #cp_image-5-40768 .cp-target~.cp-field-shadow {
border-width: 1px 1px 1px 1px;
}
.cp_style_40768 #cp_image-5-40768 .cp-target {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_image-5-40768 .cp-target~.cp-field-shadow {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_image-5-40768 .cp-target>.cp-close-link {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_image-5-40768 .cp-target>.cp-close-image {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_image-5-40768 .cp-target {}
.cp_style_40768 #cp_image-5-40768 .cp-target~.cp-field-shadow {}
.cp_style_40768 #cp_image-5-40768 .cp-rotate-wrap {
transform: rotate(0deg);
}
.cp_style_40768 #cp_image-5-40768 .cp-target:hover {}
.cp_style_40768 #cp_image-5-40768 .cp-target:hover~.cp-field-shadow {}
.cp_style_40768 #cp_image-5-40768 {
left: 200px;
top: 139px;
z-index: 11;
}
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target {
width: 32px;
height: 32px;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target:hover {}
.cp_style_40768 #cp_close_image-2-40768 .cp-target {
border-style: none;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target~.cp-field-shadow {
border-style: none;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target {
border-color: #757575;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target~.cp-field-shadow {
border-color: #757575;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target {
border-width: 1px 1px 1px 1px;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target~.cp-field-shadow {
border-width: 1px 1px 1px 1px;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target~.cp-field-shadow {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target>.cp-close-link {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target>.cp-close-image {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target {}
.cp_style_40768 #cp_close_image-2-40768 .cp-target~.cp-field-shadow {}
.cp_style_40768 #cp_close_image-2-40768 .cp-rotate-wrap {
transform: rotate(0deg);
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target:hover {}
.cp_style_40768 #cp_close_image-2-40768 .cp-target:hover~.cp-field-shadow {}
.cp_style_40768 #cp_close_image-2-40768 {
left: 618.22265375px;
top: 12.87109125px;
z-index: 12;
}
@media (max-width: 767px) {
.cp_style_40768 #cp_close_image-2-40768 .cp-target {
width: 15px;
height: 15px;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target:hover {}
.cp_style_40768 #cp_close_image-2-40768 .cp-target {
border-style: none;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target~.cp-field-shadow {
border-style: none;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target {
border-color: #757575;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target~.cp-field-shadow {
border-color: #757575;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target {
border-width: 1px 1px 1px 1px;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target~.cp-field-shadow {
border-width: 1px 1px 1px 1px;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target~.cp-field-shadow {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target>.cp-close-link {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target>.cp-close-image {
border-radius: 0px 0px 0px 0px;
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target {}
.cp_style_40768 #cp_close_image-2-40768 .cp-target~.cp-field-shadow {}
.cp_style_40768 #cp_close_image-2-40768 .cp-rotate-wrap {
transform: rotate(0deg);
}
.cp_style_40768 #cp_close_image-2-40768 .cp-target:hover {}
.cp_style_40768 #cp_close_image-2-40768 .cp-target:hover~.cp-field-shadow {}
.cp_style_40768 #cp_close_image-2-40768 {
left: 293px;
top: 6px;
z-index: 12;
}
}
@media (max-width: 767px) {
.cp_style_40768 .cp-invisible-on-mobile {
display: none !important;
}
}
</style>
<div class="cp-popup-content cpro-active-step cp-modal_popup cp-panel-1" data-entry-animation="cp-fadeIn" data-overlay-click="1" data-title="Home Sidebar Lightbox | Stationary" data-module-type="modal_popup" data-step="1" data-width="675"
data-mobile-width="320" data-height="500" data-mobile-height="278" data-mobile-break-pt="767" data-mobile-responsive="yes" style="top: 350px; left: 462.5px;">
<div class="cpro-form-container">
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<div class="cp-rotate-wrap">
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<p><strong>Continuing education that actually teaches you something.</strong></p>
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<p><strong>Practice management advice and tools relevant </strong><strong>for your business.</strong></p>
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<p>Join 47,178 of your fellow financial</p>
<p>advicers getting the latest <em>Nerd's Eye View</em> blog</p>
<p>content as it's released.</p>
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<p>Sign up now and get a free sample issue of <em>The Kitces Report</em> on "Quantifying the Value of Financial Planning Advice" as well!</p>
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WHAT ADVISORS REALLY WANT FROM THEIR (INDEPENDENT) ADVISOR TECHNOLOGY:
OPPORTUNITIES AND THREATS
February 21, 2022 07:08 am 0 Comments CATEGORY: Technology & Advisor FinTech
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Table of Contents Navigation
Executive SummaryParticipants In The Technology StudyTrends In Market
AdoptionAdvisor Demand Vs SatisfactionLeaders & Experimental SoftwareFast
Growers & Disruption RiskDemand & Growth OpportunitiesAdvisor Willingness To
ChangeInnovation & Homegrown Tools
EXECUTIVE SUMMARY
The financial advisor marketplace is an incredibly fractured one, where even the
largest mega-firms with 10,000–20,000 financial advisors have only single-digit
market share, and tens of thousands of advisors operate on an entirely
standalone basis as solo advisors. Which means it’s incredibly difficult for
most advisor-technology solutions to grow and gain market adoption because of
the challenges in just reaching advisors… one firm at a time. It also means that
it’s very difficult to figure out which technology tools are ‘best’ and most
popular amongst advisors.
To address this, the industry has produced a number of advisor technology
studies, but most are conducted via ‘open-link’ surveys, which are subsequently
distributed by the vendors themselves to their users, turning the surveys from
objective measurements of adoption and satisfaction into a ‘voter turnout’
exercise for the vendors. Which is why last year, Kitces Research launched its
own Independent Advisor Technology study, using a more robust sampling
methodology to get a clearer perspective on what tools are really the most
popular and most liked within the advisor community.
Overall, the results of the Kitces Independent AdvisorTech study show a
remarkably tight link between the technology that advisors deem most important
(which has the highest demand), and advisor satisfaction with those tools,
signaling that, in most categories, the marketplace really is remarkably
efficient at iterating on in-demand software to meet advisor needs.
However, the latest Kitces research also shows that a shift is underway, with a
number of advisor software categories in the aggregate gaining far more advisor
satisfaction than their current adoption reflects, signaling the potential for
accelerated growth in key categories (including advice engagement, plan
monitoring, specialized planning tools, and the billing and eSignature process
of client onboarding). At the same time, a number of ‘traditional’ advisor
software categories (including CRM systems, performance reporting, compliance,
digital marketing, and especially account aggregation) are particularly prone to
disruption from new competitors. And in some categories (like trading and
risk/behavioral assessments), advisors are so dissatisfied with the current
solutions that a disproportionately high number of firms are building their own
solutions from scratch, rather than buying anything in the existing marketplace!
Which shows how, as the advisor value proposition increasingly shifts from a
focus on product sales and portfolio management to the delivery of advice itself
as a service for which advisors charge fees, there is an emerging gap in advisor
technology to solve the problems of advice delivery itself. And at the same
time, while the leading advisor technology firms are trying to add (or even
acquire) complementary features to become more ‘all-in-one’ systems, advisors
are increasingly looking to alternatives to implement a more ‘best-of-breed’
approach to fill in the unique gaps they’re experiencing in their own firms.
In the end, though, the latest Kitces Independent Advisor Technology research
shows that the advisor technology marketplace remains incredibly robust, and
that, despite more than 300 offerings on the AdvisorTech Solutions Map, and
existing incumbents who continue to retain their market leadership in the core
of the advisor technology stack, there is still a great deal of opportunity for
new firms to grow and capture market share, especially as the advisor business
model itself continues to change and evolve!
AUTHORS:
MICHAEL KITCES
Team Kitces
Michael Kitces is Head of Planning Strategy at Buckingham Wealth Partners, a
turnkey wealth management services provider supporting thousands of independent
financial advisors.
In addition, he is a co-founder of the XY Planning Network, AdvicePay,
fpPathfinder, and New Planner Recruiting, the former Practitioner Editor of the
Journal of Financial Planning, the host of the Financial Advisor Success
podcast, and the publisher of the popular financial planning industry blog
Nerd’s Eye View through his website Kitces.com, dedicated to advancing knowledge
in financial planning. In 2010, Michael was recognized with one of the FPA’s
“Heart of Financial Planning” awards for his dedication and work in advancing
the profession.
+ Read More +
DEREK THARP, PH.D., CFP, CLU, RICP
Team Kitces
Derek Tharp, Lead Researcher at Kitces.com and an assistant professor of finance
at the University of Southern Maine. In addition to his work on this site, Derek
assists clients through his RIA Conscious Capital. Derek is a Certified
Financial Planner and earned his Ph.D. in Personal Financial Planning at Kansas
State University. He can be reached at derek@kitces.com.
Read more of Derek’s articles here.
+ Read More +
Technology plays a crucial role in helping financial advisors better serve their
clients. From industry-specific tools (e.g., financial planning, portfolio
management) to general tools (e.g., spreadsheets, e-signature solutions),
technology helps advisors be more efficient in servicing clients, and can even
help expand their value proposition by doing more and going deeper for their
clients.
A number of industry surveys exist to help inform advisors about the technology
used in their practices and advisor satisfaction with those technology
solutions. However, a major limitation of most industry surveys is that they
operate based on open survey links that can be taken by anyone. Even if there’s
some attempt to verify that individuals taking the survey are actually advisors
(which isn’t always the case), many software companies encourage their
(typically most satisfied) users to participate in the open-link surveys, which
ultimately turns such surveys into a sort of popularity contest with vendors
incentivized to try to ‘stuff the ballot box’, rather than a genuine tool for
understanding advisor usage of and experience with different technology tools.
As a result, in 2021, Kitces Research launched an invitation-only survey for the
tens of thousands of advisors in our Kitces community. We created a unique URL
specific to each person invited to participate in our survey, which could only
be used once (preventing any sharing by advisors or the technology companies
they use).
Notably, we did still encounter software companies trying to stuff the ballot
box by sharing clever workarounds to our survey constraints, but given the
nature of our recruitment method, we were able to identify this behavior and
exclude such responses. (Note to tech companies: Don’t bother trying that again.
You are just wasting your and your users’ time!)
We believe that the end result – the Kitces Independent AdvisorTech study – is
the most robust representation of real-world adoption and satisfaction trends
amongst independent financial advisors, thanks to our more rigorous sampling
methodology.
PARTICIPANTS IN THE KITCES INDEPENDENT ADVISOR RESEARCH TECHNOLOGY STUDY
Our Kitces community is not necessarily representative of the industry of
‘financial advisors’ as a whole. Our readers tend to be more advice-centric
(i.e., less likely to be primarily selling products for commissions),
fiduciary-minded, slightly younger than the average advisor, and committed
enough to continuing education that they self-select into consuming our
in-depth, long-form educational content.
As a result of these background psychographics, our sample is significantly more
likely to have CFP certification, and is more likely to come from the
independent RIA (or hybrid RIA) channel than from a standalone broker-dealer or
insurance company (though our survey sample did include many advisors from each
of those channels).
We characterize this group of financial advisors as ‘financial advicers’ to
reflect that particular subset of advisors who are focused on delivering
financial advice (and not selling financial services products) as their primary
value proposition.
This lack of representation is certainly not unique to our study (most advisor
studies have some bias towards their primary base of advisor participants), but
we think it is worthwhile to be transparent about and mindful of the differences
that exist in our sample. If you fit the Financial Advicer description above –
and particularly if you are in an independent channel, whether an independent
broker-dealer or RIA – then our findings will be most relevant to you. More
generally, given the ongoing shift of financial advisors from products towards
advice, we also believe this sample is a strong representation of where the
broader financial services industry is going as well.
However, being mindful of the biases we are aware of in our sample, we have
taken extra steps to adjust certain metrics to at least attempt to adjust for
known differences within our sample relative to the general advisor population.
In practice, we make these sampling representative adjustments using
advisor-headcount-by-channel data provided by Cerulli Associates. For instance,
according to recent data from Cerulli, there were a total of 123,162 individuals
within the independent industry channel (including independent broker-dealers,
independent RIAs, and hybrid advisors straddling the two). Of these, 29.8% were
in the independent RIA channel (36,642 advisors), 47.4% were in the independent
broker-dealer channel (58,419 advisors), and 22.8% were in the hybrid channel
(28,101 advisors). For the purposes of our weighting, we treat hybrids as first
and foremost associated with a broker-dealer, since hybrid advisors are often
constrained by the same ‘home office’ forces that impact broker-dealer selection
and use of technology.
Using these Cerulli channel weights, we adjusted our top-level market adoption
rates for the various software categories. As a result, even though our sample
had a tilt toward independent RIAs (even within the independent channel
broadly), we believe our channel adjustments to these statistics allow us to
capture the broader trends of advisor technology across the entire (RIA and
broker-dealer) independent channel.
NERD NOTE:
While we have adjusted our high-level software category adoption rates, unless
noted otherwise, we have not applied similar adjustments within specific
software categories with respect to the advisor satisfaction ratings of the
software. As such, our more RIA-centric sample – a higher proportion of RIAs
than the general independent-advisor population – could be biasing results more
in the specific software company ratings and adoption rates. However, in our
internal review across all software categories, there were not any major
statistically significant differences in user ratings for technology solutions
between RIAs and independent broker-dealers, making channel weightings for user
satisfaction a moot point. As our sample continues to grow in future studies,
though, we aim to make even more refined adjustments to identify any further
differences that may exist between channels.
Notably, these independent channels still only make up about 1/3rd of the total
291,672 financial advisors estimated by Cerulli across all channels. However,
advisors across other channels – from wirehouses and national brokerage firms to
insurance companies and banks – generally have no ability to select their own
technology, and instead are required to use whatever their parent company has
selected on behalf of all advisors, which means market adoption rates reflect
little when it comes to actual user preferences and satisfaction of advisors
themselves.
As such, the independent channels (both broker-dealer and RIA) were the focus of
our Kitces Independent AdvisorTech study, since it’s independent advisors who
tend to have the most direct control of their software decisions in the first
place – making them more likely to be early adopters and also more likely to
terminate unsatisfactory software relationships – such that the trends we
identify amongst independent financial advicers, in particular, more directly
reflect the attitudes of the end advisors using the software.
TRENDS IN MARKET ADOPTION OF INDEPENDENT ADVISOR TECHNOLOGY
Financial advisors have an incredibly wide range of advisor technology solutions
to choose from; our Kitces AdvisorTech Solutions map tracks more than 300
software solutions across nearly 30 categories, and our AdvisorTech Directory
“Advisor Tech Stack Builder” supports 48 different software categories.
In our Kitces Independent AdvisorTech study, CRM software was the most widely
adopted software among financial advisors, at 85.7% adoption, followed by
financial planning software at 83.0% adoption. Interestingly, this was not quite
the same within channels, as financial planning software was most widely adopted
among independent RIAs (87.7% financial planning vs. 84.8% CRM among RIAs), but
CRM software was most widely adopted among independent broker-dealers (85.7% CRM
vs. 83.0% financial planning among broker-dealers). Which speaks to the reality
that broker-dealers tend to have greater compliance infrastructure (that
typically looks to the advisor’s CRM for compliance review, and therefore more
commonly requires its use), while RIAs have a higher preponderance of small solo
advisors who are their own Chief Compliance Officers (and may rely on their own
email, client notes in Word documents, and similar notes-capture systems,
without feeling a need to have a CRM system to ‘review themselves’).
More generally, our results reflect a continued focus on the ‘Big 3’ of advisor
technology tools – CRM, financial planning, and performance reporting – that
form the hub of what all advisors use to build their practices, followed by
document management and investment data/analytics, in addition to two more
recent categories that have gained substantial adoption in recent years:
e-signature (which supports the document management/onboarding process) and
account aggregation (which expands data/analytics).
ADVISOR DEMAND VS SATISFACTION WITH EXISTING TOOLS
In addition to asking financial advisors about what types of software they are
using in their practices, our research also explored how satisfied advisors are
with the various tools they are using and how important those tools are to them.
By aggregating these up into category-level totals, we can get a sense of where
advisors are generally most satisfied with their software and where there is the
most room for improvement.
MARKET LEADERS AND EXPERIMENTAL SOFTWARE
Under this framework, financial planning software, CRM, trading, document
management, and e-signature software all stand out as areas particularly high in
both importance and advisor satisfaction, meaning advisors really want to buy
solutions and are largely satisfied with what they’re getting. Accordingly,
these are ‘Market Leader’ categories where any change will at best be slow and
incremental.
At the other end are tools that advisors are the least satisfied with, but don’t
prioritize as especially important either (or are very ‘niche’ and only
important to a small subset of advisors), including student loan software, stock
option analysis tools, mind mapping software, and business support systems.
Illustrating a classic signal of solutions that have not yet found their
product-market fit, these tools sit within an ‘Experimental’ category of trying
to find the right offering that advisors really want (importance) and are happy
with (satisfaction).
What’s particularly striking about the results, however, is how linear the
relationship between advisor importance and satisfaction ratings is, as tools
that rank highly on importance also rank highly on satisfaction (and vice versa
for those with low scores). It is likely that perceived importance drives
demand, and demand, in turn, has driven more competition (i.e., more providers
compete to provide solutions to meet the demand because advisors deem the
solution so important), which then drives more iteration and development across
companies in the category, which results in a better (i.e., more satisfying)
product for the advisor.
However, the relationship could also run in the other direction, and it could
simply be a matter of tools improving – and proving out their valuable use cases
– and then becoming more adopted and relied upon until they are viewed as
essential and important to advisors.
In this context, tools that have high importance and high satisfaction may be
very hard for new software providers to break into because advisors who have
urgency to buy them (i.e., high importance) are already likely quite satisfied
with what they have (i.e., the Market Leaders).
Conversely, those categories with low satisfaction must be mindful that if
advisors don’t find the software important (i.e., Experimental), they may not
buy it even if the software does improve its user ratings, until the software
better shows how it adds enough value to advisors to increase demand in the
first place (or alternatively, accept that they will remain ‘niche’ solutions
and simply aim to thrive within the addressable market of their niche).
FAST GROWERS AND DISRUPTION RISK
Given the link between importance and satisfaction, already-popular categories
(high importance) are generally very difficult for software providers to break
into because of existing tools that already have a high satisfaction level
(which makes advisors loathe to go through the hassle of switching at all, for
what are perceived as minor incremental improvements at best). Though
ironically, categories with low satisfaction may also be difficult to gain
traction with because they tend to rank lower in importance (and thus have
limited demand) in the first place.
Instead, arguably the greatest opportunities for new software providers come in
the categories that are significantly above or below the
‘importance/satisfaction’ trend line. As given the relationship between the two,
software that has a significantly higher satisfaction rate than its importance
rate is likely to gain adoption as its positive ratings inspire other advisors
to adopt the tool (making it ‘more important’).
Conversely, software that has an importance rating significantly higher than its
satisfaction rating implies broad dissatisfaction in a category that has
importance-driven demand, which makes it prone to disruption from a new entrant
that has a substantially superior execution (to command higher satisfaction
ratings) and can grow quickly due to the pent-up demand for a better solution.
In this context, advisor technology categories that have the potential for
above-average growth by building awareness of their value proposition include
Plan Monitoring software, Billing, and a number of more specialized planning
tools – including Social Security analysis, Specialized Retirement analysis, and
Tax – as these are all areas where satisfaction is noticeably higher than
perceived importance. In addition, Advice Support/Engagement tools are
positioned for an increase in adoption (their above-average satisfaction
relative to importance suggests they will move from niche to mainstream soon),
and eSignature remains positioned to become even more ubiquitous (given its high
satisfaction rate as well).
Firms in these categories may want to particularly think about how they can help
advisors better see the importance of their tools that makes them worth
switching to or adopting for the first time (e.g., education focusing on how to
leverage the tool in the advisor’s practice, rather than just core functionality
of the tool), as to the extent they can learn what makes the software so
valuable to their existing satisfied users implies an opportunity to teach other
advisors how to similarly use the software themselves (increasing its perceived
importance as the benefits and relevant Use Cases are demonstrated more widely).
On the other hand, there also appears to be some potential areas of advisor
technology that are ‘prone to disruption,’ where their advisor satisfaction lags
their stated importance (which signals pent-up demand for an alternative
solution), including Digital Marketing, Account Aggregation, Compliance tools,
Performance Reporting software, and the CRM Overlay category (with the main CRM
category itself also on the border of falling out of the Market Leader
category).
These categories are of significant interest to advisors – they are deemed
above-average importance – but the existing providers aren’t driving the same
level of satisfaction, which implies that a new offering that can deliver a
superior user experience could quickly gain market share due to the advisor
demand embedded in high-importance categories.
Notably, these results also suggest that the ‘Big 3’ of CRM, Performance
Reporting, and Financial Planning software – notwithstanding their popularity –
are all exposed to a significant level of potential new competition in the
coming years, as advisor satisfaction with CRM and performance reporting is now
lagging its perceived importance, while financial planning software market
adoption is at risk of being chipped away by more specialized Social Security,
Retirement, Tax, and other planning support and advice engagement tools
beginning to emerge as advisors go deeper in their financial planning value
propositions.
ADVISOR DEMAND AND TECHNOLOGY GROWTH OPPORTUNITIES
Given that advisor satisfaction tends to follow importance – rising demand for a
software category has generally resulted in the software iterating to a higher
satisfaction level – it is perhaps not surprising that perceived importance and
adoption rate (i.e., how important advisors think the software is, and how often
they’ve actually bought it) also follows a linear relationship.
The categories in the upper-left quadrant here – Data Gathering, Note Taking,
Billing, Plan Monitoring, Tax, Compliance, Trading, and Scheduling – are all
areas that may be thought of as especially high-growth-potential categories that
could warrant further attention. Their high perceived importance suggests a
corresponding high demand, which their market adoption hasn’t caught up to
(yet?).
In fact, it’s notable that billing software actually rated as more important to
an advisor’s practice than investment data, yet billing solutions as a whole are
far less common in terms of adoption (though notably, given the way our survey
questions were phrased, it is possible that advisors who simply rely on their
RIA custodian or broker-dealer’s technology to bill on their behalf may not have
indicated they ‘use’ this type of technology).
Similarly, Plan Monitoring is a software category that may be worth giving
specific attention to going forward, as there is a particularly stark difference
between its perceived importance (on a par with compliance software, and higher
rated than risk/behavioral assessment and Social Security planning software) and
its adoption rate, which is still at less than 10% overall. Moreover, this could
be an area for emphasis for financial planning software companies themselves,
since it appears advisors find this important but don’t seem to be overly
satisfied with the existing solutions in the market.
As shown earlier, though, the real key to rapid adoption amongst financial
advisors is not ‘just’ high perceived importance, but also satisfaction with the
software itself, as it’s difficult to encourage adoption – even when the
software is rated as important – if advisors aren’t happy with the solutions
that are available. (Or alternatively, it opens the door for newcomers to
disrupt the existing providers in a high-demand and low-satisfaction category.)
As a result, we can get the best perspective on what tools are especially prone
to disruption competition or are especially likely to experience fast growth by
looking at those that have especially low adoption despite high satisfaction
(wait until the word gets out!), or those that are very high adoption with
especially poor satisfaction (advisors may be eager to switch to a better
solution!?).
Jointly examining satisfaction and adoption rates reveals a number of categories
– including plan monitoring, billing, data gathering, scheduling, and various
specialized planning tools (including Tax Planning and Specialized Retirement
analyses), among others – all showing as “high adoption potential” technologies
that we will likely see picking up in recent years.
Notably, a Nerd’s Eye View discussion of technology trends from 2018 observed
that e-signature software was in a similar position at that time, and we have
seen that wide-scale adoption occurring in the shifting of e-signature all the
way over to 80% adoption in this study (from barely over 40% three years ago).
It is also worth noting that account aggregation software really stands out as a
highly adopted software (over 60%) that users are not very satisfied with (at
least relative to others with similar adoption). While it is reasonable to
suspect that much of the frustration here relates to how unreliable account
aggregation infrastructure is (i.e., constantly needing to re-establish
connections, plus the challenges in categorizing flows and transactions that are
aggregated into accounts), if a new entrant could step in and fix these
problems, and provide ‘cleaner’ data with better categorization and less
required scrubbing by advisors, there may be a significant opportunity for
disruption of existing market share within this category.
ADVISOR WILLINGNESS TO CHANGE AND OPPORTUNITIES IN MOTION
Within our Kitces Independent AdvisorTech study, we also asked advisors about
their intent to change software within the next 12 months and their intentions
regarding which software they would adopt. And while advisors could indicate the
particular technology they would adopt, they could also indicate that they want
to change (e.g., aren’t happy with their current software) but aren’t yet sure
what they would adopt instead. Which allows us to show a measure of the
percentage of advisors who are looking to change but aren’t sure who they would
adopt within a given category, which effectively represents advisors with a
particular “Openness to New Vendors” and even entrants (rather than ‘just’
evaluating existing known providers).
The significance of this framework is that it helps to highlight categories
where advisors are proactively looking for new solutions beyond the ‘known’
players in a category (scoring high in “Openness to New Vendors”), and
conversely which categories advisors are generally only looking at a specific
set of alternatives that already exist (and thus tend to know exactly where
they’re going if they decide to leave their current vendor, making it
difficult-to-impossible for new entrants to break in).
In this context, digital marketing and risk/behavioral assessment are two
categories advisors scored with a high intent to change, but without a clear
vendor with whom they intended to move forward. This could indicate a
significant opportunity for new providers within these areas to win over
advisors looking to make a change by offering them a new/different value
proposition.
Other notable categories that advisors have less intent to change (but that if
they do, they will be highly likely to explore new vendors) include Note Taking,
Plan Monitoring, Stock Options, Business Systems Support, and Estate Planning.
For comparison purposes, we did also look at intent to change platforms (e.g.,
broker-dealer, RIA custodian, and TAMP) and openness to new vendors. It is
notable how sticky broker-dealers, RIA custodians, and TAMPs are, with the
intent to change below 3% for each. Furthermore, it is notable that there is
very little openness to new RIA custodians as well.
In other words, among even the few advisors who are looking to change RIA
custodians, advisors already seem to have a good idea of who they would want to
move to going forward if they did make a change, suggesting that newcomers in
the RIA custodial channel, in particular, may struggle to break in.
Billing software and e-signature software are the next closest to platforms in
terms of “stickiness”. Looking at the major categories of financial planning
software and CRM, while intent to change is pretty middle of the road, there
remains little uncertainty regarding future vendors. So even if an advisor does
want to make a change in these categories, they are likely already relatively
confident about what that change will be, signaling an uphill battle for any new
entrants considering a challenge to the existing incumbents in the
market-leading categories.
ADVISOR INNOVATION AND HOMEGROWN TOOLS
For most of its history, advisor technology has been driven by ‘homegrown’
solutions, where an advisor has a problem that they can’t find a solution for,
decides to create their own technology to address the issue in their firm, ends
out selling the solution to other advisory firms, and then ‘suddenly’ ends out
with a software business on the side.
In fact, this homegrown-software pathway is the origin story for a remarkably
wide range of today’s popular advisor technology tools, including Redtail,
Junxure, and Protracker CRMs; Orion and Tamarac for performance reporting;
iRebal, TradeWarrior, tRx, and RedBlack for trading and rebalancing software;
Tolerisk and RiskPro for risk tolerance software; eMoney Advisor and Advizr for
financial planning software; and more.
Accordingly, we can get another perspective on where the biggest technology gaps
for advisors are by looking at what advisors are self-building – as there’s a
sign of a significant pain point when advisors are literally building their own
solutions from scratch, potentially putting tens or hundreds of thousands of
dollars towards developer costs, because they can’t find anything they’re
satisfied with anywhere in the marketplace.
Consequently, an advisor’s self-building tools are an indication that there’s a
value gap (between what advisors are willing to invest into for better solutions
and the current solutions available) in the market, and thus a potential
opportunity that some company could capitalize on.
In this context, Trading tools, Risk/Behavior Assessments, and Specialized
Retirement tools were the areas with the highest percentage of advisors that
were self-building tools, followed closely by Tax, Data-Gathering, and
Note-Taking software.
NERD NOTE:
Our research does distinguish between advisors self-building their own tools and
advisors using proprietary firm-developed tools in this study. So, for instance,
we do not refer to an insurance company building their own financial planning
software as self-building (as this would be a proprietary, firm-developed tool).
From the technology company perspective, it is notable that not all homegrown
technology tools are expensive to build, and the ones that are less expensive
may be especially difficult to compete against (because it really doesn’t take
much for the advisor to implement their own solution).
In this context, the self-building of risk/behavioral assessment tools may be
particularly hard for firms to compete against, since this technology, at its
core, is just a ‘simple’ questionnaire. Of course, the quality of the
questionnaire can vary widely, along with the UI/UX in how it is presented to
the client, but particularly when many advisors view risk-tolerance
questionnaires as check-the-box compliance tasks and question the validity of
such tools in actually informing portfolio allocations, there may simply be a
limited appetite for new more full-fledged tools.
On the one hand, this helps to explain why the proliferation of Riskalyze
competitors over the past decade have struggled to gain any material market
share. Though at the same time, it also highlights that there is a segment of
the market that is not being served by Riskalyze, and/or that wants an
alternative price point to Riskalyze.
Of course, building technology is difficult, and just because advisors try to
build their own tools doesn’t mean they’ll be happy with what they build.
Interestingly, two of the self-built categories that stand out the most in this
context are financial planning software (which advisors seem particularly
dissatisfied with) and plan monitoring software (which advisors are particularly
satisfied with).
Trading is another area of note, with the highest level of self-built use (and
also one of the highest rates of intended changes away from their current
trading tools, as reported earlier), and yet still a relatively low level of
satisfaction in their self-built tools at roughly 6.0 (versus an 8.9 rating of
iRebal). This suggests that while iRebal and the like are very popular amongst
their users, there are specific edge cases where advisors are struggling to find
viable trading software solutions anywhere in the existing marketplace… yet also
struggling to build their own as well.
NERD NOTE:
Because building advisor technology oneself is a challenging and expensive
endeavor, it is still not occurring widely, and even ‘leading’ self-building
categories are being implemented by <2% of advisors. Accordingly, readers should
be cautious not to infer too heavily from admittedly limited sample sizes in
this cutting/bleeding edge of advisor innovation. Nonetheless, a look at where
firms are investing in technology – to the point of potentially spending tens or
even hundreds of thousands of dollars to build their own, instead of simply
adopting available solutions in the marketplace – speaks to a significant
opportunity potential for some higher-fee hyper-specialized use cases.
--------------------------------------------------------------------------------
Most categories of advisor technology have anywhere from 3 to 6 active
competitors, and some have as many as 50, all competing for incremental market
share. As a result, our Kitces Independent AdvisorTech study delved deeply into
the individual ratings of each software provider across the categories.
However, even when evaluating advisor technology in the aggregate, it becomes
clear that there are certain categories that stand out with advisors as having
significant opportunity… or remarkably little at all due to the entrenchment of
existing incumbents.
In particular, as the advisory business continues to shift from its
product-sales roots to a focus on the delivery of advice as a business unto
itself, there is an emerging shift in advisor software preferences, with tools
attached to the advice delivery process – from plan monitoring and advice
engagement to specialized tax and retirement planning to the associated
paperwork and billing processes – showing both rising potential… and the
potential to begin to chip away at the market share of existing market leaders
with more targeted offerings.
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