Retirement Advisor | February 2016 | LifeHealthPro.com 30
clients, not just a desire to generate new business,
asserts Tamara Indianer, regional vice president,
New England, for the broker-dealer Lincoln Investment. She has been instrumental in developing
alliances between her team of 30 advisors and
various K- 12 educators and school organizations
in the region. It’s no coincidence that Indianer and
other advisors on her team have close ties to the
educational community via family members and
friends. “We’re passionate about helping these kinds
of people because we have personal affiliations to
education and teaching,” she explains.
“The bottom line is, you have to be doing it for the
right reasons and not strictly to get business,” Indianer continues. “If you’re involved with an organization (via a strategic alliance) and you understand the
mentality and needs of the people who are part of
that organization, you are going to be able to help
them. And the more people you can help, the better
off your business is going to be.”
Relationships worth pursuing
Strategic alliances have proven so successful for
Sullivan that she has made pursuing them a priority.
Prominent on the home page of her firm’s website
is an invitation that reads, “I’ll partner with money
managers to create financial plans that will strength-
en your client relationships.” That’s accompanied by
an assurance to prospective strategic partners: “I am
NOT your competition because I do not focus on
Strategic alliances come in all shapes and sizes.
Some, like Sullivan’s, involve formal business
relationships. She has individual contracts with the
five wealth managers to whose clients she provides
financial plans. She bills those advisors an hourly
subcontractor rate for the services she provides.
Regulatory compliance is a nonissue, she says, as
both she and her wealth manager allies disclose de-
tails on the nature of their relationships in materials
they provide clients and in their Form ADV filings
with the SEC.
Other advisors, such as Ashley Parks, CFP, with
Martin Financial Group in Dallas opt to pursue
alliances that are less formal but no less fruitful.
“There’s nothing really formalized about the strate-
gic alliances I have with estate planning attorneys,
CPAs and other specialists. We’re comfortable bring-
ing one another in to work on a case together, or we
For Parks, strategic alliances are about expand-
ing the depth and range of advisory services she can
offer clients, which is why she targets advisors who
specialize in areas outside her own financial planning
expertise — areas that fit the needs of her clients.
“You have to really figure out who the best types of
people are to help your clients” and pursue alliances