Ep. 219: The WealthTech Today Podcast Best of 2023

Come on in and sit back and relax. You’re listening to Episode 219 of the WealthTech Today podcast. I’m your host, Craig Iskowitz, founder of Ezra Group Consulting. This podcast features interviews, news and analysis on the trends and best practices, all about wealth management technology.  

This is the Best of 2023! We went through the archives and we pulled out the most popular episodes of 2023 as defined by you, the listeners. Get ready for the Best of 2023 and we’re going to kick it all off right now.

But before we get started, let’s talk about tech stacks. At Ezra Group, we’ve seen tech stacks of hundreds of RIAs and let me tell you, most of them are loaded down with tech debt. So you shouldn’t feel too bad about yours. But let’s face it tech debt is like a giant anchor, holding back your business growth. If you want to free your firm for exponential growth, you should run, not walk to our website EzraGroup.com and fill out the Contact Us form. Our experienced team can evaluate your current tech ecosystem, deliver targeted recommendations, optimize your existing systems and operations or run an RFP and help you implement new software to take your firm to the next level. You can take advantage of our free consultation offer by going to EzraGroup.com.

Episodes Mentioned

Episode Transcript

Ep. 174: Pershing X Goes All In On Financial Planning, with Ainslie Simmonds

Craig: I know a lot about your managed accounts platform, having been been a consultant to that group in the past. I know you rely on a number of key partners inside that platform, are you keeping those partners? Will the Foliodynamix (acquired by Envestnet in 2017) code still be used as the engine for block trading and rebalancing and will your UMA still run on APL (merged into Investcloud by way of Fiserv and Motive Partners in 2021) chassis? Or are you rebuilding them?

Ainslie: Well, there’s certainly a role for keeping all kinds of partners right and we have all kinds of partners old and new. We’re going to announce some new partnerships that are we’re excited about so there’s, there’s all kinds of roles for partners. Exactly, keeping partners where they are as they are. I’m not committing to that because there are certain things that our partners may or may not want to stretch into with us and I can’t answer that question. But there will be partners with us along the way, absolutely, and there are many of them today, and there’ll be many of them tomorrow.

Direct Indexing Will Shake Up Our World

Craig: What are some of the trends in the market you’ve seen that have changed the way you’re thinking about building the Pershing X platform?

Ainslie: I think the industry has been talking about the cool stuff for a while, such as having a scalable data layer and data lake, and partnering with world class companies to do those things. Direct indexing is a trend that is going to shake up our world so much so that I showed my commitment by buying a direct indexing provider (Optimal Asset Management). We already have relationships with alternative investment players like iCapital and CAIS that we can leverage for the alts trends. What’s beautiful about doing this at BNY Mellon is that the bank has its fingers into th heartbeat of every trend in every sector of the capital markets. And we get to leverage all of that digital custody, who digital asset custody, who knew right, the Bank of New York Mellon would be a leader there. I think that we have many ways to sort of stay current. But I think a lot of the talk hasn’t materialized yet into true value. And that’s what we’re focused on making sure that we’re going to turn these innovative things into true business building value for our advisors and their clients.

Craig: You just happened to mention digital assets, will Pershing X be supporting cryptocurrencies that are on your road?

Ainslie: Not in our first release or two, obviously, the mothership is gotta get going first. But again, fun for us to be able to just jump on that train that’s already barreling down the road and I didn’t have to go build that. It just keeps coming back to the why, everyone always asked me why is like, why this in the bank? Why would you ever do that? Why, why why, why why it’s the question that like, I think is the most popular question. Isn’t it gonna slow you down? And I always answer with Sure, there’s some parts that let’s call it grease the gears and try and move as fast as possible within the confines of a regulated bank, but when it comes with it, is pretty incredible. So that’s the balancing act.

Craig: And we’re all anxiously waiting for that train to come into the station.

Ep. 177: Wealth Management Industry Predictions for 2023 with Urs Bolt

The Rise of Alternative Asset Classes and Private Markets

Craig: Now, the reason you’re on the program not just because you think you’re a great guy and love your stuff, but you just put out an article January 12 called “Predictions for the Wealth Management Sector 2023“, and I want to go through some of these. The areas that you believe are predictions that are going to change, Wealth Management technology and things we want to talk about so let’s just go through this and I’ll put a link in the show notes to this article so you guys can read it for yourself. First one you have here is the rise of alternative asset classes and private markets. Why is that on your list of predictions for wealth management?wealth management technology trends

Urs: Recently is obviously there was a lot of pressure on the market, especially last year. And you also see some asset manager almost all of them driving private market assets means private equity. Also private, but also exotic alternative assets in luxury investments for instance. There’s clearly a trend towards these long term holdings and to diversify your portfolios away from the listed equities and strategies which you already have. Every one of us is literally invested in whether we are invested in a pension fund our private portfolios or alternatives in diversified portfolios.

Urs: I see that is clearly something coming and I also see that access which is given our roles to a wider audience so before it was always like you needed half a million dollars so there was only possible for upper high net worth individual segment or ultra high net worths and now that investment threshold came down massively almost by a factor of 10 depending who you look at, and this is made possible by the expansion of financial technology going into the investment area, so everything started with fintech, went to trading, etc, and now it’s also going into investments where you have long term investments, lifecycle events will go ten years and beyond. So this is definitely a trend which we can see.

Craig: We do get a lot of inbound requests from firms a half our clients at Ezra Group are wealthtech firms, broker dealers have large RIAs or aggregators of banks and such but half our clients are their software companies and also these markets, we’re getting a lot of inbound calls from new markets coming up, alternatives. You mentioned exotic assets aren’t we call your fixed assets or not liquid assets, illiquid, art, luxury items and things, yachts, they want to do with a marketplace to monetize or tokenize different assets. Do you see that taking off? Is that just a fad or is that something that will become mainstream?

Urs: I think fear for work or exotics and click will always be sort of an issue. But the interesting thing is you get access now via these platforms to almost anything, but there’s not one marketplace where you’re basically just to say about this category, this category and put together a range of alternative assets, maybe even mix in a total portfolio with traditional assets are listed equities, for instance, or bonds. But you have now I think the complexity will come now how to manage a wide range of assets especially when your family office or an independent wealth advisor which wants to give access to a wide range of alternative assets.

Craig: Indeed. Yeah, it’s it seems like something it’s taking off in different ways because of as you mentioned, the different the technology is making it easier to bring these assets to market to manage them, to price them.

Craig: Many years ago I worked for a project for a company came to us they had an online, not a marketplace but software that was be allowed very wealthy to track their collections of handbags or jewelry or cars or other things and it was very detailed. And note there’s no application in our industry that does that because we’re all about investments, what ETF stocks mutual funds, do you have maybe alternatives like private equity, but no one tracks these types of physical assets. And he had a very sophisticated technology for that. And it was designed for all these different you know, he must have had 50 different types of collectibles with all the fields you would need, the different names of course the names of the manufacturers and all the different ways to judge them and rate them how valuable they are. And then he had a way for pricing experts to come into the platform with with specific ideas and roles say okay, you can only you can price these particular items that you are an expert in. You can’t delete or change them just update the pricing because there’s no feeds for handbag or for a Rolex watch. Are you seeing that, like oracles in the in the crypto world we see that coming as well.

Urs: Not that new but if you told me it’s very interesting because it adds to the picture and the the perception I have so you will have you have more and more access to such information and data streams that could then also allow to create like an index in specific segments. So, you can actually almost apply direct indexing approach and then create the product out of this. So this is again an opportunity for I’d say alternative investment managers which can then put together like fractional shares of such an index, which then they have to create obviously then the underlying portfolio to it.

Urs: So, that will ultimately again, bleed to the way that people which are more in the affluent or even in the retail investment segment, get access to investable products without actually doing the whole hassle to get into each of such products and they sometimes might only be able to buy a fraction of 8 or 20% but you cannot buy 20% of a very exclusive Louis Vuitton bag or whatever your handbag is or whatever it is, right, or a Rolex watch for Breitling, whatever the luxury as it might be.

Ep. 178: Lessons Learned from Integrating Multiple Software Companies with Nick Eatock, intelliflo

Lessons Learned from Business Integrations

Craig: You’re two years into the integration. One of the questions I’d like to ask is everyone wants to talk about successes, but I find I learned the most from mistakes. What mistake did you make in this two year process that you learned the most from?

Nick: Craig, good question. I think one of the initial challenges we made was just trying to understand how best to piece things together. And that is a combination around capability and capability is quite easy to assess what the different capabilities of different stacks are. The harder bit is understanding what’s the best way to fit them together from a technical point of view. We made a couple of took a couple of wrong turns there you can go down a few culs de sac it became difficult to progress from that point. We step back and we say okay, let’s think about this in a different way. Involve your technologist heavily in this space. We did, but we still could have done more work in terms of in terms of in terms of that preparation. I think that was probably the biggest thing. I think that’s involved. A turn around.

Nick: The other one, though, is again, back to that cultural piece. And in this context, what I’m talking about culturally, is understanding when two businesses go together, you’ve got your stars in each of those businesses separately. How are those stars going to pull perform together and how are they going to understand what are the best thing is for them to be focusing on now you because you don’t want to match everyone across across each other. You want to get the best from each person and understand how you can evolve. Working that piece out is important.

Craig: One thing I find with acquisitions is the acquiring firm always wins. Whatever you have you win, right, whether whether it’s culture, whether it’s tech, whether it’s processes, you just impose your will on the companies you acquire because that’s just the way it goes. And a lot of people in the acquiring firm have a vested interest in those things, whether it’s a piece of software that they run and if that gets replaced, they have no point in life. Were there any things you brought in from the acquiring firms that took over something in the Intelliflo framework, whether it’s a process or procedure or software that was replaced by something that came in?

Nick: Yeah, there are definitely things and I think again, it comes down to that at the point of acquisition, I think everyone needs to be very clear on what the what the direction is and what their strategy is. Because as I speak, speak from my own perspective, and that I knew when we originally back in 2018, sold to Invesco, we knew that there was a strategy we bought into that strategy. Then the evolution of technology across the financial advice space was was was pretty key to what we wanted to do anyway, but we were looking for a partner and an owner that bought into that message. I think when we look probably the biggest changes in the areas of overlap, there are about where you’ve got engineering teams, for example. It’s not just engineers, but they’re a great example. We’ve got engineering teams in different different areas, different companies, different parts of the globe, who have to work effectively together. And that means some change on all but all hubs because no one’s got it fully right. Just as no one’s got it fully wrong. There’s there’s elements of greatness about what everyone does. You want to take the best of those bits and bring them together. And that takes time.

Craig: It certainly does. You definitely, definitely want the best of the best. Why why acquire these firms if you’re not going to take the best pieces from it. Let’s talk about the bringing together of these different applications. What are the these are the advantages and clay you didn’t have some of these capabilities before you didn’t have US presence before. Those are obvious advantages. But what are some of the other advantages people may not see on the surface in this new consolidated offering that wasn’t available as these applications were running separately?

Nick: I suppose that there are advantages to our users and then there are advantages internally to us and then there’s sometimes the same but often different. If you look at advantages to our users, what we’re able to do by bringing the applications together into a more cohesive experience is make sure that those user journeys operators effectively as you possibly can. And when you look at the user workflow, whether this is an advisor or power planner, or someone else in the business using the technology, very often what they’re using is a whole range of functionality in a in a often a pretty ad hoc way, but sometimes joined up but they will jump between the different states and different systems many, many times to get to the point to which they want to operate.

Nick: By bringing these together, we can take pieces of each journey and play them at the right point in time, not just think about them as separate applications that integrate together but a journeys that are cohesive grabbing bits from essentially from platform a right for this screen and from B for the next one back to a onto C and so on so it can create a much better, better user journey and when you think of the scope with which our our software covers so that CRM, practice management, financial planning, portfolio management, rebalancing, digital account, opening workflow, dot man, all of those areas. It’s pretty it’s a pretty wide stretch. You want to make sure that they operate effectively as effectively together as they can. Internally we’ve had lots of success through that because there are a number of areas of overlap, which means we don’t have to double down on duplicate code, duplicate support processes, duplicate customer success, and we think about servicing our customers. We can bring that together in a much more realistic way.

Craig: And therein lies the rub. How do you do all that in a scene make it to make it appear seamless to make it appear as though it’s one application when you’ve got all these separate applications? Were there any issues with the underlying code where it’s just so different? The application I mean, I know you’re not the technology guy, but were there any big technologies that came up this code base is just so different? We’re going to have to XYZ put a wrapper around it to some interfaces to get this integrated?

Nick: In the main, no, because of the choices right at the beginning about making sure that the types of visitors that were bought would be sympathetic, in terms of how they’ve been architected to to the end state solution, if you like. But there are always small areas where where you say, Okay, right, that’s going to work in a slightly different way from how we how we anticipated and I think I mean, the reality is that that’s true of all software businesses around the world. You can just make it easier or harder depending on your initial initial choices.

Biggest Tech Challenges for Advisors

Craig: Recent surveys have shown that up to 77% of advisors’ report that managing technology is their biggest challenge. What are some of the other ways of Pershing is helping this?

Jim: It’s a big problem managing technology and Craig, you’re familiar with our launch of Pershing X which October 14th, 2021 is when Ainsley Simmons joined us to start up Pershing X. In June this year at our insight conference, we will be rolling out the product name for Pershing X as well as the platform more holistically. When we talk about technology challenges, particularly for advisors, stitching together the different single function applications, whether it’s CRM, whether it’s planning, whether it’s model management, trading performance reporting, billing, it’s a real difficult task. That’s where I think a lot of this challenge is coming from that you just mentioned, that advisors report on. That’s a big problem and we want to tackle that. With Pershing X, it’s one of the ways that we believe by creating a highly interoperable set of applications, we’re going to solve a lot of those problems. Maybe not every problem, we’ll eventually get to them. We have an order of operation, which has been defined by the advisors that are part of our advisory steering committee, and we will get to them all eventually. But we’re super excited about solving big problems. It’s no different than paper delivery. This is a big problem for industry. We want to solve it. Technology and managing technology is a big problem. Data and managing data and having it spin across the ecosystem, all the applications that people use, it’s a big challenge. We’re after those big problems, Craig.

How Have Other Custodians Respond to Pershing X?

Craig: Can you talk about the problem you may have had working with other custodians? How do they feel about the Pershing X platforms? You’ll be the first custodian that we know that’s offering a multi custodial platform.

Jim: I was the first person that had to be convinced that was a great idea to build a platform that would be multi custodial, because forever, right? That’s the custodians made money only by positions, accounts and balances that we held on behalf of our clients. But it was shortsighted. Being multi custodial is so important because we first need to solve the problem that advisors are dealing with that 77% problem that you mentioned. We believe that by being multi custodial and solving those problems that we just talked about, it will position us differently in the minds and in the operating system of every advisor that uses our tech stack. It’s a bit of a leap of faith. It’s trusting in what we are doing and in our strategy. We’re highly confident in it, and time will tell, but we’re on the journey.

Jim: At the very heart of the matter, Craig, what we’re trying to do for our clients is simplify the complex. If you think about the operating system today, you think about the product choices, you think about the regulation, all the different technology different tools that are out there, which you are so familiar with. It’s a complex operating system. If you can help you solve for all the complexity of the operating system. You have more time as an advisor to talk to your clients. We believe that that’s the right formula. Simplifying the complexity of the operating system, helping people scale their business, improving their productivity, and giving them great service. That’s our strategy.

 Ep. 179: Making Conscious Technology Decisions with Doug Besso, HighTower

Making Conscious Decisions

Craig: Let me tease apart a couple of nuggets of wisdom you shared in this last couple minutes. You said make conscious decisions. And there’s so much in just that little phrase and I can’t tell you how many clients we work with, where they’re sort of making. They’re making their decisions are being made for them, or they’re not thinking about it as a decision. It just sort of happens. So as you mentioned, bringing all the leaders of the organization together to think about, hey, we’re putting a three year roadmap, what are we doing, and why are we going with this way over this way and having someone give you some criticism while you’re doing that and have to justify it. So each one of you decisions is consciously made rather than oh, someone said that when we remember who decided on that particular thing as opposed to we know why we did that.

Doug: That’s a great point. Just made me think of something while you said that because it’s like data like we asked for data, we make sure we have a contract with the vendor that we have access to data integration. Even if we don’t know what we want to do with it. We want to make sure we can have it and that they can support it. And it goes back to those partnerships to say we’re thinking down the road because down the road, you may want that they can accommodate that prevented from doing it, then that’s a negative and maybe that’s something we want to evaluate before we get into relationship. So it goes back to that conscious decision as we know where we’re gonna go. And we think that having integration and having data is always going to be important to us becomes a foundation of what we do. Even if we don’t think we’re I don’t know what we’re going to do that today. We want to make sure we have and that that’s a great example of a conscious decision we make when we enter into partnerships and relationships with third parties.

Craig: One thing we recommend to our clients is document your decisions, especially the big ones but even the little ones because management changes as turnover and things go about years ago Biden’s people don’t remember why they made a particular decision. So if you’ve written down easy Oh yeah, here’s at the time. We had this this and this going ons we chose this, that maybe that’s no longer the case. This way you have a record of how that decision was made and what the justification was. So if that underlying environment changes now we can change this particular system or this particular way of doing things.

Doug: I would agree 100%. With that, it’s kind of fun. We go back and look at our old, our old roadmaps. There’s things that we did in there that never materialized. That’s fine. That’s you got to be bold, and you got to be thinking out there. But there’s a lot in there that we did, and we can go back and look at those and say this was what we wanted to do. We built towards it and we actually achieved it and you should be able to see those things over time. Just like you said is you’ve documented it, you’ve kind of written it down. It’s what your goal was, and you had a plan to get there. And then you got there over time.

Craig: We’re very much into integrations at my company. We do a lot of research on integrations and a lot of work with clients integration. So always asking for that integration support from a vendor is key. We we wish more clients would do that. And thinking ahead because you even if don’t need it today. You might need it in the future. And but even knowing to ask that question a lot of firms don’t know because they don’t spend the time to talk to their vendors about these things, especially when it comes to switching vendors. We found some contracts are very anti client where the vendors have all the control. If you try to leave and you don’t even own your own data, you’ve got to pay them to get it so checking the contract for what your rights are when it comes to your own data is also important.

Doug: It’s funny that you say that. Because you have to pay for your data. It’s your data. And that’s the right answer. If you ask that question and you’re anything other than it’s your data, of course you can have it then that that tells you something because the good vendors and I’ll say the good ones, they understand that it’s your data, you should have access to it and it’s yours. While you’re right they they certainly want to make it harder to leave them they because they’re locking your data, right that’s that’s just the wrong reason.

Three Tips for Building Your Tech Stack

Craig: We’re almost out of time, I wanted to get a couple of some interesting things that you had said in our prep call. If there were three tips you could provide to see CTOs of other firms that maybe they’re they’re just starting out like you are there early in the early days of their firm. What would those three tips be? For building their tech stack and their ecosystem and their three year roadmap?

Doug: The first thing is you’re gonna have to make some bets. And I and I talked to those that are just starting out in space. I think that’s always the hardest one is, you don’t want to make a bet too early. You’re gonna have to make some bets, so look at where you want to build your core, and you’re going to have to partner or bet on what that strategy is and be willing to do that because it’s hard if you’re not willing to commit. You’ve got to commit someplace.

Doug: And the second thing is that is that roadmap is take the time to know where you want to go. You can’t get there and I always say you can use the house, do I have to build a foundation before but the first floor before I build the second floor, whatever analogy you want to use or visualization you want to use, but it applies. We’re building technology, not for the sake of technology. We’re building it to put it all together. We need to have the plan of how we want to be there.

Doug: I think the other piece is those vendor relationships it’s important to have strong relationships and not be building everything yourself. So you’re gonna have to spend the time in the marketplace and evaluate who you want to be partnered with, how you want to manage that relationship and where you want to leverage them to your business. I think that’s important.

Doug: The third thing is that we have a great advantage that we can listen to advisers in the space. The advisors know the business for a while. They don’t know technology typically so partnership there is what do you need to run your practice? What do you need to run this business better to serve your clients better, and put together that ecosystem that creates an enables that experience for them? And I think that listening part is always a important part of that because we’re not building things just for the sake of building them to make the business better. And I think we’ve learned to be good listeners. And it’s it can be fun when you see how you can put things together and create things that you never thought possible. It takes a little while to get there, that wasn’t the case in the early days. Because you weren’t blocking but as you start to get in leverage or your environment, you can do some amazing things by listening.

Ep. 189: Building a Client-Centric Business: Advice from Penny Phillips, Journey Strategic Wealth

Are Next Gen Advisors Ready to Take Over? 

Craig: That’s the next thing I was going to ask you about because speaking of controversial things, you’ve said, Penny Phillips on stage. You also said that the difference between the next generation advisors who are coming into the business were grew up in an environment of participation, trophies and constant positive reinforcement, which is very different than the advisors they’re replacing who grew up in a negative reinforcement culture where if you didn’t hit your numbers, you were out.

Penny: Yes.

Craig: How’s that going to change the way the businesses are being run now that this new wave of Next Gen advisors are taking over?

Penny: Oh my gosh. There’s just less and advisor producer. This has always been a challenge in our industry. You look at any big firm and the retention numbers like this has always been a challenge. It’s only going to become more of a challenge because let’s face it. The younger advisors coming into the business today, and I’m generalizing here for any of the younger talent listening that disagrees. But they don’t want to be salespeople. I grew up in the insurance broker dealer space as a consultant and find me young advisors today that want to come in and just sell life insurance to as many people as humanly possible. It’s just not going to happen. Or advisors who want to come in and be the traditional sort of brokers just trying to raise as many assets as possible.

Advisors don’t want to do that as much anymore. They want to be advisors. They come out of CFP programs, they get their CFPs because they want to be advisors. They want to deliver advice. But the differences in generations have changed the entire dynamics of sales cultures and I alluded to this. What the characteristics that underpin the next generation. Participation trophy society, positive reinforcement culture, our confidence, our ability to succeed, our ability to feel good about the work we’re doing is based on what? It’s based on the number of likes we get. As a younger generation, we respond to positive reinforcement, to constant feedback. We’re more likely to be successful if we’re on teams surrounding by people who are helping us move forward. That is totally different from maybe the industry. You started out in Craig where it was, you were an in individual producer, you had to hit your numbers, you were out and you responded to negative reinforcement.

Someone telling you you’re not going to make it, I’m generalizing that made you want to succeed. You’re cold calling more people or whatever. It’s just totally different now. I also think there’s this nuance about rejection advisors who’ve made it in this business, who’ve been in the business for 30-40 years, are comfortable facing rejection. The younger generation is not; the younger generation has lived their whole lives via technology. We break up with people via social media apps. We make decisions and engage with service providers behind a technology wall. Our ability to deal with conflict in a way that’s conducive to ultimately selling and getting past rejection. It’s just totally different now, and so that’s what I was alluding to.

Craig: Well, let’s not get in my personal life, but breaking up with people over apps. Okay? That’s just a low blow Penny!

Penny: Sorry if that was triggering to you. I’m sorry, Craig.

Craig: I have a degree in computer science and I started out on the technology side of the business and I had to train myself how to be a salesperson. Because I’m the rainmaker at my company, Ezra Group Consulting, one thing I learned, I took a lot of course. I read a lot of sales books and one of the things that stuck with me, I think was a Zig Ziglar even an audio course, it was so long ago, I listened to it on cassette. That’s how old I am. What he said was, if you’re not hearing no 10 times a day, you’re not doing a good job. Because as a salesperson, you have to be, knocking on doors.

Penny: That’s right.

Craig: If you close one deal out of 10, you have to knock on 10 doors. If you want 10 deals, you got to knock on a hundred doors just in the very simplistic terms. You’re going to hear 90 no’s. So you’re not hearing nine no’s a day, you’re not talking to enough people. But that’s certainly not the way a lot of people generalizing, using generalization are brought up today.

Penny: That’s right. But there is an exception to all of this, and it’s a characteristic that I see in advisors regardless of age who are successful. When we talk about the best in the business, there’s something that unites all of them, and I’ve seen it in people that are 22-years-old and certainly people who are in their 60s and 70s. It’s what I call the relentless prospector mindset. It’s the advisors that have so much conviction in what they do. They believe so deeply in the profession itself and the value of what they provide, that they feel obligated to talk about what they do. They don’t see it as, gosh, I’m making the ask or I’m trying to sell what I’m doing. They think of it as it is my responsibility to talk about what we do to help more people.

The advisors that think like that, that have that mindset do not even think about rejection. They do not care about rejection. All they care about is spreading the message of what they do because they have a bigger mission. I think it’s important, even for the younger generation to tap into that, align yourself with firms or build a firm culture that’s tied to the greater impact of the work that you do that will help you ultimately feel confident telling the story over and over. Even if people don’t want to sign on as a client.



The Wealth Tech Today blog is published by Craig Iskowitz, founder and CEO of Ezra Group, a boutique consulting firm that caters to banks, broker-dealers, RIA’s, asset managers and the leading vendors in the surrounding #fintech space. He can be reached at craig@ezragroupllc.com