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omen are not the only force driving the fast-growing Last year, the top 10 heavies ruled over 81.8%.
private-banking industry. The Top 40 Wealth Manage- That “underperformance” is an aberration. Mark Tibergien, chief
ment Firms in our exclusive annual ranking together executive of Advisor Solutions, says research shows “that if you are
manage $7.1 trillion in accounts with $5 mil- one of the top three firms in your market, you will get twice
lion or more, a blistering 19% rise over the prior year. THE TOP as many opportunities to do business as the fourth firm.”
In contrast, the Top 40’s average growth in assets 40 WEALTH The big news? Mutual fund giant Vanguard enters our
under management was just 2% in 2016 and 2015. In-
MANAGEMENT rankings for the first time, at No. 6, with assets of $335
dustry observers characterize those slow-growth years as billion. The top movers this year were PNC, Raymond
FIRMS GREW BY
anomalous, saying that double-digit rates are more con- James Financial, and Fidelity, all registering asset growth
sistent with the forces at work, such as ever-more newly A BLISTERING of over 30%. Also in that exclusive crowd is RBC Wealth
minted millionaires seeking a home for their wealth at one 19% LAST YEAR. Management U.S./City National Bank, after the two op-
of the nation’s top private banks. erations merged.
Another interesting countertrend: The top 10 wealth managers’ Falling off the list this year are HSBC Private Bank and Fifth
15.1% growth rate was slower than the Top 40 as a whole, but they Third Private Bank, after they decided not to submit data to Bar-
still control 79.1% of the group’s total assets under management. ron’s Penta.
1. BANK OF AMERICA GLOBAL Minimum Account: N/A U.S. Branch Offices: 335 11. NORTHERN TRUST
WEALTH & INVESTMENT Median Account: N/A Website: schwab.com/advice Rank 2016: 10
MANAGEMENT Wealth Managers: 7,145 Tel: 877-340-1714 U.S. Private-Client AUM: $224.5 bil
Rank 2016: 1 Clients Per Manager: N/A Minimum Account: $0.5 mil
U.S. Private-Client AUM: $1,245 bil U.S. Branch Offices: 208 8. GOLDMAN SACHS* Median Account: N/A
Minimum Account: N/A Website: ubs.com Rank 2016: 7 Wealth Managers: 665
Median Account: N/A Tel: 201-352-3000 U.S. Private-Client AUM: $283 bil Clients Per Manager: N/A
Wealth Managers: 19,431 Minimum Account: $10 mil U.S. Branch Offices: 63
Clients Per Manager: N/A 5. WELLS FARGO Median Account: N/A Website: northerntrust.com
U.S. Branch Offices: 763 Rank 2016: 4 Wealth Managers: 505 Tel: 713-284-1752
Websites: ml.com, ustrust.com U.S. Private-Client AUM: $564 bil Clients Per Manager: 20-30 email: brian.thomas@ntrs.com
Tel: 800-637-7455, 800-878-7878 Minimum Account: N/A U.S. Branch Offices: 13
Median Account: N/A Website: gs.com/pwm 12. RAYMOND JAMES FINANCIAL
2. MORGAN STANLEY WEALTH Wealth Managers: 15,044 Tel: 800-323-5678 Rank 2016: 11
MANAGEMENT* Clients Per Manager: N/A email: gsinfo@gs.com U.S. Private-Client AUM: $163.3 bil
Rank 2016: 2 U.S. Branch Offices: 1,510 Minimum Account: N/A
U.S. Private-Client AUM: $1,110 bil Websites: wellsfargoprivatebank.com, 9. FIDELITY Median Account: $8.3 mil
Minimum Account: N/A wellsfargoadvisors.com, Rank 2016: 9 Wealth Managers: 6,615
Median Account: N/A abbotdowning.com U.S. Private-Client AUM: $260.7 bil Clients Per Manager: N/A
Wealth Managers: 15,777 Tel: 877-636-0501, 866-243-0931, Minimum Account: $1 mil U.S. Branch Offices: 2,900
Clients Per Manager: N/A 888-648-8157 Median Account: N/A Website: raymondjames.com
U.S. Branch Offices: 599 Wealth Managers: 1,863 Tel: 800-248-8863 ext. 75351
Website: morganstanley.com/ 6. VANGUARD Clients Per Manager: N/A email: patrick.daxon@raymondjames
what-we-do/wealth-management Rank 2016: N/A U.S. Branch Offices: 196 .com
Tel: 888-932-6772, 212-761-4000 U.S. Private-Client AUM: $335 bil Website: fidelity.com
Minimum Account: N/A Tel: 800-343-3548 13. CITIGROUP
3. J.P. MORGAN PRIVATE BANK Median Account: N/A Rank 2016: 12
Rank 2015: 3 Wealth Managers: N/A 10. BNY MELLON WEALTH U.S. Private-Client AUM: $127 bil
U.S. Private-Client AUM: $677 bil Clients Per Manager: N/A MANAGEMENT Minimum Account: N/A
Minimum Account: N/A U.S. Branch Offices: N/A Rank 2016: 8 Median Account: $4.5 mil
Median Account: N/A Website: investor.vanguard.com/ U.S. Private-Client AUM: $240 bil Wealth Managers: 623
Wealth Managers: 1,237 wealth-management/ Minimum Account: $2 mil Clients Per Manager: N/A
Clients Per Manager: N/A Tel: 844-671-8108 Median Account: N/A U.S. Branch Offices: 473
U.S. Branch Offices: 47 Wealth Managers: 856 Website: privatebank.citibank.com
Website: jpmorgan.com/ 7. CHARLES SCHWAB Clients Per Manager: 25-50 Tel: 212-559-9470
privatebanking Rank 2016: 6 U.S. Branch Offices: 38
Tel: 212-464-1909 U.S. Private-Client AUM: $315 bil Website: bnymellonwealth.com 14. RBC WEALTH MANAGEMENT
Minimum Account: N/A Tel: 866-257-6763 U.S./CITY NATIONAL BANK
4. UBS WEALTH MANAGEMENT* Median Account: N/A email: sfleming@bnymellon.com Rank 2016: 13
Rank 2015: 5 Wealth Managers: 3,100 U.S. Private-Client AUM: $99.7 bil
U.S. Private-Client AUM: $579.2 bil Clients Per Manager: N/A Minimum Account: N/A
*Barron’s Penta estimate. AUM=Assets under management.
then-head of European marketing, carved out e ffective philanthropy. “I was so blown away by the Family Wealth Advisors Council, a network
time on nights and weekends three years ago the women there, by the discussions; it seemed of independent wealth managers. Ettinger in-
to examine the firm’s efforts to address the is- everything there was tailor-made for me in that stead advises private wealth managers to ad-
sue. In January, the firm announced a five-year moment in time,” she says. dress niches within the women’s market: widows,
program called UBS Unique. It aims to change One reason private wealth managers may divorcées, breadwinners/executives, entrepre-
the face of finance to better respond to women, not have—or shouldn’t have, in some experts’ neurs, and those who have inherited wealth. In
a multifaceted effort that includes training advi- view—a women-specific strategy is that wom- June, Fairport, with $1.6 billion in assets under
sors to shift the client dialogue from investment en are not a homogeneous group. They are en- management, created a separate division, Luma
strategies to the purposes of wealth. Women, in trepreneurs and corporate executives; old and Wealth Advisors, to serve these distinct groups,
short, are forcing private bankers to think about young; or married into wealth, while others have which may involve one of its advisors spending
more than just return on investment; rather, to inherited it. A private bank, the argument goes, a few hours at a widow’s home opening her mail.
grapple with the very meaning of wealth and won’t get far by solely focusing on women; it “It’s a very different subset of the market, and
put it in a more philosophical context. must look deeper at how it engages with all cli- you have to have the emotional intelligence and
ents. Wealth managers, in short, need to take technical skills to deal with it,” she says.
It seems to be working. UBS in the U.S. a nuanced approach that allows them to meet One of Ettinger’s clients, who also wants to re-
holds an annual two-day symposium for 50 wom- needs, no matter who the client is. main anonymous, is a woman whose grandfather
en with $50 million or more in investible assets. Women make up over half the population, set up a generation-skipping trust that resulted
At the March symposium in New York, Novo- which is why “women aren’t a niche market,” in a big payout when she turned 50. The trust
gratz, now a UBS client, found a “safe space” says Heather Ettinger, a managing partner at is held at an ultrahigh-net-worth practice of a
to talk about money, as well as issues import- Fairport Asset Management in Cleveland, and top wealth management firm that the woman had
ant to her life, like caring for her mother and co-author of reports on women and wealth by little relationship with. A few years before the
a ssets (about half the total) were transferred to and female advisors alike. As Patel discovered diverse workforce, from front-line advisors
her, the firm invited her to its conference room. at Hollenbaugh’s UBS practice, gender sensitiv- through senior management. Banks need to go
She was talked to, not talked with. “It was a ity comes naturally to some advisors. It’s “just beyond just hiring more women; they have to
lovely way for a 45-year-old woman to feel like a common-sense personal interaction, where we rethink how colleagues interact with one anoth-
small child,” she says. She transferred her a ssets always put the client first,” says Hollenbaugh. er and with clients, says Moffitt. “It has to be a
from the large ultrapractice to Fairport. She Diane Deshong, 74, a stepdaughter of news- larger strategic commitment completely embed-
liked the idea of working with a woman, and her paper magnate Walter Annenberg, has also found ded within the growth of the business.” But each
husband agreed. “I felt when you inherit money, this to be true at City National Bank, where her bank must find its own distinct way of doing so.
all of a sudden you’re inheriting a huge responsi- advisor is Steve Volk. Deshong has been with Aside from strengthening client-advisor relation-
bility,” she says. “To have someone guide me with City National (see page 36), since she and her ships, and finding more opportunities for women
that is hugely important.” husband, Howard, moved to Los Angeles in 1969. to network and learn from one another, it’s wise
While some female clients prefer to work When Howard died unexpectedly in 2010, Volk for wealth managers to offer women smart and
with female wealth managers, the larger les- and his team walked Deshong through the paper- unique investment options. CTI finds that 88%
son is that women want to be understood and work required for the estate transfer, and helped of female clients want to make investments that
heard, which male advisors can do, as well. An- her create a daily budget. “I didn’t feel stupid,” have a social and environmental impact, a fact
drea Turner Moffitt, co-author of the CTI study she says. “As a woman who didn’t have a financial that has helped spur firms like UBS, for example,
and author of Harness the Power of the Purse: background, they listened to me.” to offer more impact-investment choices.
Winning Women Investors, says that “gender Still, private banks are slowly understanding It’s simple, really. A private bank that really
smarts”—like communicating well and creat- that to create the culture where wealth man- listens to its customers, rather than just mouths
ing an atmosphere that allows women to share agers instinctively know how to connect with lip service, always has the best chance to make
issues they care about—can be practiced by male all types of clients, they need a more gender- serious money. n