Categories
Authentic Deal-Making Authentic Negotiating Deal-Driven Growth

Wealth Management

Elizabeth (Liz) Nesvold is the Managing Director and Head of Asset & Wealth Management Investment Banking for Raymond James. She joined the Raymond James’ team in 2019 as part of the acquisition of Silver Lane Advisors. Liz has been described as “the most experienced female investment banker specializing in the investment management and securities industry” by Mergers & Acquisitions magazine. 

Liz’s Background & Experience

Over the past 25-plus years, she has advised on approximately 170 completed M&A, valuation and strategic advisory assignments for a variety of clients. These clients include institutional managers (both traditional and alternative), trust companies, multi-family offices, investment counselors, financial planners and investment consultants. Prior to joining Raymond James, Ms. Nesvold founded Silver Lane in 2007. Before Silver Lane, Liz spent 15 years at another investment bank, where she co-founded and led the first wealth management specialist M&A advisory group in the investment banking industry. Ms. Nesvold was one of only two female partners at the time of her departure, and also served on the operating committee. A member of Young Presidents’ Organization, she earned a BA in Political Science with a minor in Economics from Binghamton University and an MBA in Finance (with high honors) from Fordham University Graduate School of Business.

As the M&A industry has matured, there has been an increase in attention and opportunity. As an early adopter, Liz has been part of shaping the industry and has significantly contributed to its growth and direction.

Earliest Deal-Making Memories

Growing up, Liz expected to go into construction and run her dad’s company. She grew up around the industry and always assumed it was the direction she would go. Instead, however, she went into finance with great success.

Liz’s first remembered deal was connected to what she learned in her home economics class. She learned to sew, and started a quilted bag company she called Designs by Lizzie B. She sold her bags to local merchants, who then resold them. Quite a strong start for a 15 year old!

Her commitment to entering the M&A world started as a fluke. Post-college, Liz interviewed at all sorts of firms, ultimately receiving an offer from a firm engaged in all sorts of mergers and acquisitions. They were deeply involved in the securities industry, as well as in asset management.

Gaining Deal-Making Traction

As she moved through the ranks, Liz noticed that every specialty seemed to be “covered” by an already-established expert. (Big insurance companies, big broker dealers, big asset managers, big mutual fund complexes, etc.)  In addition, there were no real training programs being offered in-house. The only space Liz could see there might be a bit of room was investment council. It seemed like a good place to get her foot in the door, and she went for it.

There were production requirements, and Liz started to get in the habit of calling small firms. (At the time, a “big” firm in the field was around three to five hundred million in assets. These days, that’s almost considered small!) As she gained traction, it was clear no one was really covering the space, and she leveraged it into a practice group to help other colleagues learn more.

Clearly she succeeded! Although she attributes it to “dumb luck all the way in”, Liz certainly knew her industry and identified an area that had been overlooked for too long.

Liz also noted that she’s always been willing to take a look, and never quick to say no to something new. In fact, she’s done five deals with one firm that cold called her when they were sitting at around five hundred million in assets. In the most recent deal she assisted them with, their assets were over eight billion in assets. Case in point: Never say never — you have to get started somewhere!

Deals at Raymond James

Liz noted that now, at Raymond James, she makes deals of all sizes. She’s worked with franchises valued around thirty million in assets, as well as those at five hundred million and beyond. In the last two years, with around 28 deals completed, Liz estimates the bulk of them are between twenty five and a hundred million dollars in size.

Massive deals occur, but they certainly aren’t the bulk of transactions. (Even though those are the deals that everyone is always reading about!) Deals range from family office mergers, wealth solutions, fee-only, and more. Liz notes that it’s all over the map, and she enjoys being kept on her toes as a result!

Transitioning away from Silver Lane and joining Raymond James was also a deal in and of itself. Liz reports that being on the other side of the deal-making table caused her to become much more in tune with elements of deal-making that she hadn’t typically experienced herself. The insight has been great, and she’s been able to utilize it in her work now.

Liz also notes that Silver Lane did exactly as they advise others to do; they got an advisor and navigated towards what they were trying to accomplish in terms of making their own deals, rather than simply matching the marketplace. The major focus was on growth and the ability to continue to build.

Getting Deals Done

Liz and I have worked together on multiple deals, including one we worked hard to push through before end-of-year last year. (The push was connected to possible capital gains increases.)

Now, Liz notes that a changing tax landscape would never be a reason she would encourage someone to rush to the deal-making table. However, she notes that potential changes are a piece of the puzzle for firms currently pushing to get deals done this year. She’s also seen it speed up the continuity planning for many businesses. Liz notes this is something that needed to happen in an industry where key principles are aging.

If you’re in the middle of a deal, Liz thinks it’s probably a good idea to complete it in the current tax year. Contemplating starting something now? Well, she notes it would be quite a tight timeline to run a thoughtful, strategic process. It’s important to understand that it takes time to engineer a well-crafted deal that makes sense for your business in the long term.

Historically, there are always examples of people panicking because they are fixated on a single factor. There is a big difference between taking something into account, and allowing something to overwhelm your common-sense decision making. Capital gains increases might influence your next deal, but there is no need for them to become the primary reason for the choices you’re making.

The Capital is There

In this day and age, there is no good deal in the wealth management space that there is not capital available for. The money is there!

There are more solutions today, across the entire spectrum of financing, than Liz has seen in the last 30 years. 3-4 years ago there were a number of strategic gaps, but those are closing quickly. In some ways, it’s excellent that this dearth of choices has been filled in. However, Liz also notes that the increase in options and strategics has also created confusion in the industry. As a result, the need for due diligence is higher than ever!

In Liz’s perspective, in some ways the industry had become flooded with choice about 5 years ago. The largest lack of choice, however, was coming from the minority solutions space. Now, there are many clients looking for elections in minority financing, partners, and sponsor investors. These are great choices for firms who want to perpetuate the independent model, which had been missing from the table.

The last 10 years have been great for deals. Listen in to the full interview to hear more about Liz’s perspective on acceleration trends, succession, and more!

Corey Kupfer is an expert strategist, negotiator and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author and professional speaker. He is deeply passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast.

If you want to find out how deal-ready you are, take the Deal- Ready Assessment today!

 

Categories
Authentic Deal-Making Authentic Negotiating Deal-Driven Growth

Wealth Management & Deal-Making

Peter Nesvold is a lawyer, CFA and CPA by background. He’s also a multi-disciplinary finance executive with 20+ years of Wall Street experience. Now, Peter is the Founder and Managing Partner of Nesvold Capital Partners (NCP). This merchant bank that specializes in the asset and wealth management industries.

He’s come a long way from his early start on the farm! Listen in to our full interview here.

Getting Started

Early in his life, Peter remembers being on a date with a girl who asked what he wanted to be when he grew up. At the time, he said he wanted to be an accountant, a stock broker, or a lawyer. Although he didn’t fully know what those professions were, or what people did, he knew that was the direction he was headed.

Later, Peter got his start in the industry as a sell-side equity research analyst. Eventually, he rose to Senior Managing Director at Bear Stearns, a fete he accomplished in less than six years. Over the course of his sell-side career, Peter covered more than 50 companies and ranked in StarMine’s “Best Analysts” poll across three industries. This versatility carried over to Peter’s role as a portfolio manager/analyst at Lazard Asset Management, where he was one of three managers of the firm’s SMid-cap product. During his tenure, the team grew AUM more than ten-fold and earned Morningstar’s coveted “five-star” rating.

The first deal of significance that he remembers making was between WorldCom and NCI Communications. It was his first day of his career as an attorney, and he was starting out in a mergers and acquisitions group. As he was getting dressed in the morning, he saw a newsflash about WorldCom offering a hostile bid regarding taking over NCI. When he got to work, the partner in charge of the British telecom account came bursting in. He had just gotten a whiff of the hostile bid, and Peter was able to offer valuable information in the moment. (Listen in to hear how that bit of intel got him on board with his first big deal, and what he learned about international deals.)

A Developing Career

In 2013, Peter became Managing Director and COO of Silver Lane Advisors. This premier investment banking boutique specialized in the asset and wealth management industries. In this role, Peter managed business development and institutionalized the firm’s business practices. This was all to support its exponential growth (i.e., revenues grew six-fold in seven years, firm was ranked #1 by deal volume in its vertical). In April 2019, Raymond James acquired Silver Lane. This move allowed Peter to become COO of Financial Services Investment Banking, where he helped to manage approximately 56 investment bankers in seven cities across four subverticals. That includes: banks, insurance, specialty finance and asset/wealth management. He departed in May 2020 to launch NCP.

Something Peter noticed while directing at Silver Lane was the pressure to increasingly go upmarket. They got to a point where the minimum deal side was at $750,000 in terms of fees. The ROI’s needing most assistance seemed to be hovering between two million and five hundred million in assets. That just wasn’t exactly who Peter most wanted to work with. Selling to Raymond James allowed him to return to focusing on owner/operators and entrepreneurs, along with other smaller entities he was more passionate about serving.

Now, Peter looks for firms that are trying to go through institutional change. Although their practice may be successful, they are often struggling to leverage it into being a real business. Although he has a huge amount of respect for the street-fighting mentality it takes to start a business, Peter has also seen how that can become a hindrance in terms of building the institution that enables you to scale into the higher millions and billions. 

Taking It To the Next Level

His own entrepreneurial cycle, from startup to exit to starting a new business all over again, enables Peter to come alongside these business owners with a great deal of experience and understanding.

This jump is a huge hurdle to navigate! That’s why there are so many books, podcasts, and other resources designed to speak to this change. From transitioning from organic growth only, to building infrastructure, creating systems, and generating deals: growth comes with major changes.

Peter notes that firms moving from the 750,000 mark to that next level of income generation are deeply impacted by two factors. These are the people and the culture. Want to make major shifts? The people on your team and the culture you’ve created in your business are determining factors in how far you can go.

The amount of time you are able to personally leverage is directly connected to the talent and culture you’ve attracted into your business. Problems on either of those levels require large amounts of time and energy that could otherwise be going into building your business.

Listen in to learn more about how Peter views this, along with issues of recruiting and growth.

Reinvesting for Growth

In a small practice, it’s important (and common) to focus on recruiting nimble people who can wear many hats. After all, you need your team to be able to take on many challenges. However, as the business grows, you need to start compartmentalizing some of these responsibilities and needs.

This is expensive.

You can’t hire “half” a marketing person, or any other speciality. As you start to unbundle the roles you had enmeshed in the beginning, expenses begin to increase. This is challenging, and requires a commitment to investing back into your business.

As you’ve grown and become more profitable, you eventually reach a plateau that almost requires you to take a “hit’. You might see a temporary decrease in terms of profitability and profit margins. This is necessary so that you can prepare for that next level of growth. Sometimes there is a lag here before growth accelerates; however, if you didn’t do it right, it can also signal even larger problems.

Peter calls this the “valley of death”. It can be stressful. However, he notes that passing through this and coming out on the other side is where you find the true rewards.

Listen in to the full show to hear more about Peter’s thoughts on growth, profit, and deal-making!

Corey Kupfer is an expert strategist, negotiator and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author and professional speaker. He is deeply passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast.

If you want to find out how deal-ready you are, take the Deal- Ready Assessment today!

 

Categories
Authentic Business Relationships Authentic Deal-Making Deal-Driven Growth

Strategic Partnerships in Wealth Management

When Lisa Rapuano was twenty-five years old, she managed to talk her way into an investment management position at a startup in Chapel Hill, NC. As the third employee of Franklin Street Partners, Rapuano wore many hats and handled everything from reception and IT to sales and marketing; the experience she gained at FSP unearthed a new passion for investment research, which quickly became her focus and paved the way for her future as a business leader.

Facet Wealth is an RIA that focuses on people with less than a million dollars in investable assets, and that is important to note because $1M is not a significant amount of capital in this industry. Their niche encompasses thirty-three million American households that have between $100k-$1M in investable financial assets, most of which are excluded from the traditional, holistic financial planning side of the business.

A Market-Cooperative Business Model

As CFO, Lisa Rapuano describes Facet Wealth’s business model as market-cooperative because they are driven by highly efficient, back-end technology that enables their financial advisors to provide a wholesome customer experience to lower net worth clients. As a result, peripheral partnerships are developed with other RIAs that focus on more complex investment strategies. Facet Wealth takes the segmented clients off of their partners’ hands to provide adjusted white-glove service without sacrificing the partners’ consumer relationships or causing them to use company resources disproportionately.

If RIAs make too many exceptions for less wealthy clients, their businesses won’t work because they aren’t set up for that. Too many advisors are trying to be all things to all people, but the most successful ones define their niche very clearly and Facet Wealth has done exactly that. Because financial advisors are inherently helpers, Facet offers a way for them to provide less profitable clients with a solution instead of segmenting and leaving them to fend for themselves.

Referral Partnerships and Revenue Replacement Opportunities

Deals are a driving force behind Facet Wealth’s success, and there are two primary types that they use to generate growth. The first is a referral partnership, where Facet pays for referrals if the prospective partner signs a solicitation agreement with them. This offers Facet’s partners a way to continually serve the segmented clients while freeing up capacity and resources to focus on their niche. The second way is a revenue replacement opportunity. This is also a sequential deal where Facet signs an asset purchase agreement with an RIA to acquire their client relationship, but Facet sets terms for how long the revenue will be replaced after the client transitions to them; this is the most transformative for advisors.

Facet Wealth as a Partner

Facet also has a couple of different ways that they’re willing to work with financial advisors who are considering M&A activity on their own. One stage that they can help with is the preparation for M&A. If you enter a partnership with them before you go to market, Facet can acquire your smaller clients to create more capacity, raise margins, and improve the overall value of your business. Another stage where Facet is a great partner is for buyers in the midst of a transaction. Part of the deal might be very attractive, but if there are smaller clients that aren’t a great fit, Facet can help take them off your hands.

There is a lot of consolidation taking place in wealth management and investment management, and it is largely because of the natural evolution of the industry. But, advisors need to consider whether or not they are adding value to their clients, and if they are charging a fair price for the services offered. Personal service is expensive, but it is one of the current trends in this day and age, and companies like Facet Wealth are making it a fundamental part of their strategy.

Click here to listen to Lisa Rapuano’s interview on the Fueling Deals podcast.

Corey Kupfer is an expert strategist, negotiator and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author and professional speaker who is passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast.

If you want to find out how deal-ready you are, take the Deal- Ready Assessment today!