According to the Financial Planning Association (FPA), only an estimated 41% of advisors self-report having a documented succession or continuity plan. This crisis will certainly be a catalyst for advisors to create a comprehensive plan that protects key stakeholders in the event of a health issue or unforeseen circumstances going forward.

Elite RIAs who have cracked the code on marketing, strong business management and succession planning—and have not relied on the markets for growth—will be the ones that recover faster and present more compelling value propositions to prospective sellers. For instance, in March of this year, when most businesses came to a grinding halt, serial acquirers Hightower, CapTrust and Emigrant Partners announced new deals. Conversely, haphazard buyers or those just interested in acquiring for financial gain will fall off as access to deal financing becomes more challenging.

Those who have built “all-weather firms” with diversified businesses, strong organic growth rates and institutionalized processes that can absorb lower cash flows and valuations can still expect strong interest from the right buyers. With greater demand driving valuation, they will also be rewarded by having a greater opportunity to hit earnout provisions or growth hurdles structured into transactions. Based upon transaction data from 2009 and 2010, and the industry’s record rate of consolidation pre-crisis, M&A activity is expected to sustain itself, which helps prospective sellers.

For example, Matt Cooper, president of $11 billion Beacon Pointe Advisors, an actively acquiring RIA firm in Newport Beach, Calif., believes that post-crisis there will be more demand and premium valuations paid for the most attractive sellers. That is, those who have been able to grow absent market conditions and are looking to continue growing. On the downside, some “lifestyle” practices will be less attractive to top quality buyers, as these owners are typically not looking to be “a part of something bigger than themselves.”

Those business owners who value scale, being part of something bigger, tapping into an organic growth engine and being able to better serve clients in a more complete way will remain interested in merging with other like-minded firms. Similarly, those who are more focused on the economics of a transaction will likely back off for a period of time while their values rebound.

Being a calming presence and a trusted advocate during difficult times reminds clients of their advisor’s value beyond financial management and also increases the likelihood of referrals.

In a recent podcast interview with Mindy Diamond, David Bahnsen of $2.1 billion Newport Beach, Calif.-based The Bahnsen Group talked about the importance of going above and beyond, especially in times of crisis. He finds that part of his firm’s role includes a level of “emotional care,” which in turn strengthens the bond they have with their clients.

​​​​​Many RIA firm owners are finding this crisis to be their motivation to expand their services beyond portfolio management, showcasing non-investment-related, value-add services like tax preparation, estate planning, business services or bill pay. For example, NorthRock Partners, the nearly $3 billion RIA firm in Minneapolis, has found their expanded services to be beneficial, particularly through the crisis. As Managing Partner Dominic Knauf explains, NorthRock offers “a comprehensive, fully-integrated approach, coined the Personal Office, positioned to deliver superior value in all conditions.” And in recent weeks, their in-house tax experts have been expeditious in uncovering and implementing tax strategies and preparing returns for nearly all clients.

In crisis, leaders step up by adding value and alleviating some of the workload from the C-suite executives. As soon-to-be retiring firm owners take stock of their team members, they will have a better idea of the viability of an internal succession plan or have enough data to decide on an external succession solution.  

This crisis will shed light on the value that professional advisors bring to the table. As such, self-directed investors and those clients with advisors who were inefficient and non-responsive during the crisis will seek new representation.

Firms and clients of all generations who were initially skeptical of new technology have had no choice in this crisis but to move forward and adopt modern tools and platforms. For example, the ability to hold virtual client meetings and implement remote access capabilities allowed firms to maintain continuity, while improving productivity and staff morale. As firms experiment with new technologies, they are likely to see their value and make these tools a bigger part of their businesses.

Technology firms are also rising to the occasion, making it easier and more affordable for firms to deploy solutions. Addepar, for instance, announced an innovative fee credit for new clients to offset the platform’s cost, so more RIAs can be armed with data-driven insights to keep pace with increased client demands.

The crisis has given owners the opportunity to take a step back and view what’s working and what’s not in their businesses. Some will double-down on those practices which have the greatest impact, and others will seek to address deficiencies that come to light. For example, some firm principals will learn they are personally responsible for far too many non-revenue generating activities and stretched too thin when their clients needed them the most. Conversely, others see their firms firing on all cylinders and realize they have excess capacity to onboard advisors or acquire businesses.

​​​​​Social media, text and video will be the de rigueur of communicating with clients, leading to an enhanced ability for advisors to connect with millennials who value on-demand access to their advisors. Firms have also learned the importance of one-to-many reach—making creative marketing on a variety of platforms and mediums a more critical component of their strategy going forward.

And the impact of trying different communication tactics throughout this crisis has turned skeptics into believers. Take David Edwards, president of the $300 million New York-based RIA Heron Wealth, who never thought his clients would be interested in attending a webinar. But eager to try new ways to reach more than one prospect at a time, he recently launched three webinars. As a result of these efforts, his firm gained several new clients, and Edwards learned the positive impact that leaving his marketing comfort zone could provide.

​​​​​​Custodians, platform providers, wholesalers and other vendors who added value throughout the crisis will be rewarded with client loyalty and renewed contracts. The goodwill provided by firms—like Sanctuary Wealth Partners offering advisors a white-labeled wellness and nutrition program for clients, and Dynasty Financial Partners rolling out their exclusive Paycheck Protection Program (PPP) for advisors to business owner clients—will last well beyond the crisis.