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Towry Law acquires adviser firm Edward Jones

Towry Law has bought the UK subsidiary of the US adviser and investment firm Edward Jones which has 400 financial advisers and 50,000 clients with £1.5bn of client assets.

The acquisition is subject to FSA approval and Towry Law says it is a further step towards its strategy to become the leading independent fee-based wealth advisory firm in the UK.

Edward Jones will be integrated into Towry Law and will operate on a fee only basis. Towry Law currently manages over £2.8bn of assets on behalf of 13,000 clients.

Towry Law chief executive Andrew Fisher (pictured) says: “We are delighted that we have agreed this deal to purchase Edward Jones UK, in what is a significant development for Towry Law. Edward Jones is a high quality business with talented associates and a very strong client base. They share the same dedication to providing high quality services to their clients as Towry Law.
 
“The acquisition provides the opportunity for the combined business to become the major force in independent wealth advice in the UK and be well placed to continue to lead the industry in the adoption of the new rules following the retail distribution review, with fully qualified advisers offering fee based independent advice.”

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Comments

There are 43 comments at the moment, we would love to hear your opinion too.

  1. These 2 firms are at opposite ends of the market. Edward Jones manages an average portfolio of £30k per client and gets its business by knocking on doors. Whilst Towry Law manages on average, £200k per client and is pure fee based with introductions from accountants and solicitors. This makes no sense to me.

  2. attraction is FUM. I dont see many of the 400 “associates” retaining their jobs, nor the existence of a weaker brand in a few months time. EJ was mad. large strong US group, whose strategic plan worked in the states where such products are still viable at this end of the market. they moved into the UK when regulation was increasing, margins were falling, and the public were sceptical. surprised they lasted this long.

  3. Another US company ditching their UK arm…
    Met Life next?

  4. Fee-only business? So, from now on, there’ll be no more initial charges calculated as a percentage of funds being invested (the bigger the sum, the bigger the “fee”, even though the amount of work will be no different) and no ongoing charges calculated as a percentage of funds under management? It’ll all have to be strictly hourly rates or a flat fee for an agreed programme of work.

    Difficult to adapt to at short notice if you’ve been used to working predominantly on a commission-based model. Never mind, I’m sure Towry Law will help them make the transition with a minimum of difficulty.

  5. RIP Edward Jones,not surprised they could not survive with the regulation we require here,T Law get a lot of clients and will sift out the good ones and abandon the rest to the clutches of the banks.A sign of things to come I am afraid,ahead of the mass IFA exodus in 2012.A pity it has come to this as ultimately its the public who will be the poorer for it.Well done to the FSA.

  6. I have to agree with the comment that these are at opposite ends of the market. I also thought that cold calling was against UK practice. However!!!!!!!!!!
    Funds under management at Towry will increase but will the retained clients be proportionate?
    We are, I am afraid, our own worst enemies in the UK whilst ever we allow European directives to rule us.
    It seems that even the mightiest ships cannot avoid the slippery slope. What’s that song? Rule Britannia!!!! Sadly, I hardly think so.

  7. As others have said, their two businesses are at completely different ends of the market. Mr Fisher is very good at trying to switch things round to suit, but this is really pushing it.
    No doubt the opportunity for Towry Law is to get these inherited clients, if they can retain any, to pay exorbitant annual charges for managing their funds!!!! But, of course,that isn’t trail commission is it?

  8. What Towry Law hope to gain out of this no brainer is probably just the publicity. Once the purchase goes ahead and the consultants at Edward Jones realise the Towry Law client proposition will not fit 98% of thier client bank the consultants will disapear along with the client assets. RIP Ewdard Jones

  9. i work for e j and was in home office when announcement made. Agree with other posts , they’ll poach best clients that stay then shut down what would be looked at as e j in the uk

  10. I recently lost a client to EJ who didn’t understand the difference between sales advice and financial planning advice. She didn’t want to pay me a fee as the EJ advice was ‘free’. Only it turned out that the commission for churning her portfolio was considerably more than my fee would have been. Guess the RDR would have eventually stuffed EJ anyway.

  11. Ian Angus-Felton 23rd October 2009 at 1:52 pm

    I don’t know what Towry Law paid for Edward Jones (more than a £1 I am sure) but this would be an expensive publicity campaign, wouldn’t it? As others have said, they will take the whole cake for now and over the coming months break the cake up until they are left with just the cherries. Who says you can’t have your cake and eat it?

  12. Maybe the Edward Jones consultants should look at what the old Hogg Robinson guys did when they were bought out. I beleive their company LEBC is going strong.

  13. I was with EJ once upon a time. Fantastic training but stupid business model. They would not listen of course because they are Americans and knew best!
    Any EJ adviser worth their salt will retain the clients they have no matter what TL do.
    When will the industry ever learn that clients are in general loyal to the people they know and not the companies they may represent!

  14. Not surprised by the exit…How do you explain an accumulated loss of £220m over 11 years with no sign of a profit position? Having worked as an adviser at Edward Jones, I can tell you their stock picking process is really designed to protect the individual unsophisticated investor – very good client proposition. Someone mentioned churning portfolios, I can tell you now now you have no clue about their investment process. They had it right with their client proposition like they do in the US. What they failed to appreciate is the approach to marketing in the UK. Single adviser offices dotted all over the country don’t work. If they had not wasted money by having an expensive HQ in Canary Wharf, not having 10 offices within 10 miles of each other, their cost base would have been much lower and they would have survived the UK. They could have used that money to promote their brand instead. I believe an adviser should have earned an office once profitable, that’s after at least 3 years in the firm. I’d say the average adviser would make money for the firm after at least 5 years. A few buck the trend but it’s something expected in every business. I doubt most of the advisers at Jones would survive the Towry Law business model, their clientele is different. How do you explain to Granny Jones that she has to pay you £500 to be able to invest her £50,000 that she’s had at the building society for the past 20 years.

    It’s all good for the advisers who can make it. Those with client banks which average £100k for over 100 of their clients. I wonder what happens to the guys in Canary Wharf, better start posting CVs because their are an expense T Law could do without.

    So Jones, as you can see, it’s just selling investments, but not as you are used…so long…

  15. I worked at EJ some years ago & even at that stage it was clear a US strategy wasn’t a good fit in the UK. Wonder if TK etc would now finally acknowledge that! – probably not! If they had listened maybe they could have made the shift! Best of luck to Towry Law & the EJ associates.

  16. Good riddance I say! This was a predictable outcome back when they first set up. All of their flash offices and all the BS in their corporate material confirmed that they were just the usual high commission sales outfit and that as sson as things got tough, the US would pull the plug. It was interesting that they alwaus tried to term themselves as ‘Stockbrokers’. How much of the business related to stockbroking I wonder.

    So, so different to TL who, as we all know are whiter than white fee charging Financial Planners, with wholly satisfied and wekk seved clients.

    Yeah well, from the perspective of genuine independent advice firms, especially at the smaller end, all of this is good news. As their clients, both EJ and TL become ever less satisfied with the poor service and high charges they have to pay, guess who will be there to pick up the pieces?

  17. Will the IFAs who propped up TL via the FSCS get any of their money back at any time in the future?

    It wasn’t so long ago that TL was one of firms with the highest targets for their ‘advisers’, has anything changed?

  18. Come on, Evan, at least get your basic facts right. TL is the brand name but the company were bought up by JS&P. So you’re beating the wrong drum when you compare current practice to the old TL. It you must compare, then use the old JS&P company, who I used to work for. You weaken your argument otherwise.

  19. Not before time, EJ has been pumping out inexperianced and ill equipped advisors in the UK from day one. They have bond flogged on a massive scale usually by unlocking tax free cash from pensions. Shameful back to back selling.

  20. I have worked for JS&P whom are now known as Towry Law Wealth Advisors. Their sales targets for new business was £1 million per month plus an equally excessive fee income sales target per month. JS&P ruined the old TL and they will ruin EJ too. I think that EJ staff would be well advised to do what a lot of the original TL staff did. Look for another job, the sooner the better for them and more importantly their clients.

  21. I have been investing for 40 years and have seen financial advisers come and go, but one thing I thought I would never see is an adviser so dedicated and professional as my current adviser, David Woodward!!!!, he’s a brilliant advisor for Edward Jones and has already spoken to me this morning.
    He has actively managed my investments for the past 18 months and I have witnessed my portfolio leap in value way beyond the market’s star performers.
    I will follow him off a cliff if that’s where he goes. TLaw?? Mmmmm David is good at smelling a rat, Lets see where he ends up.
    If I know him as well as I think?, he knew Edward Jones was the next Titanic many months ago.

  22. One point not covered so far is that Edward Jones is a stockbroker but TL isn’t. What will happen to the EJ clients who are invested in individual co. shares and individual corporate bonds? If goto TL will they be required to sell their individual holdings and move into TL fund based investments? For some clients, they invested with EJ because they were a stockbroker.

  23. One point not mentioned yet is some clients chose to invest with Edward Jones because they are stockbrokers. What will these clients with individual stocks and individual corporate bonds now do? TL not being a stockbroker, will they then require these clients to sell their individual holdings and move into TL funds?

  24. Wow Gerry – good riddance you say? I can only assume that you lost a lot of your clients to Edward Jones. I am an advisor at Edward Jones and was truly saddened by the news. Before I go on, let me tell you that I have been with them for sometime and have been in the industry as a whole for over 25 years. I have yet to come across a firm that holds it values so highly. It always put it’s clients’ best interest first. And stockbroking? Well a lot of my clients held individual stocks and corporate bonds within their porfoilios. I never went door knocking, all my business came from referrals and professional contacts. I have and always will deal with my clients with integrity and honesty. I’m surprised you mentioned churning, our compliance department would have thrown the advisor out immediately if this was the case. Sounds a little like sour grapes to me!

  25. I recruit for my own financial servcies practice and by co-incidence was targeting Edwards Jones advisers just before the announcement.

    To be frank, the ones who can build a business by door knocking and have lasted a year are pretty good quality. But you only have to look on Monster to see there are huge numbers of people who joined EJ, take a salary to go on their 5 month training course and then give up after a month of door knocking. Their year one turnover was maybe 90%. So the business must have been phenomenally lossmaking.

    Since Towry Law are only paying a nominal sum and are taking over all the liabilities, it points to the fact that all the advisers, offices and administrators are going to go.

    However, I think there is something in their model of door knocking in the local community that can really work, especially on a commission only basis.

    I plan to recruit lots of experienced EJ guys put them on commission only and then get them to train others to go door knocking!!

  26. Does all this mean you don’t have to deal with that printer anymore, eh?

  27. I work for EDJ and the business model just wasn’t suitable for the UK. There are ups and downs to every co…including the fees, etc. We, EDJ, are flourishing in the USA and CA. We are still hiring and growing offices all the time.

  28. I work for EJ. Anyone looking to hire a FA/Stockbroker with 2 clients and 600 prospects? I’m not holding my breath to be taken on by TL as well as all the debt!!!! Post back with contact details and i’ll be in touch.

  29. I worked for EJ for almost a year before I saw the writing was on the wall. The other comments about the business model are true. It just doesn’t work in this country. I loved EJ and admire still their values of integrity and honesty but the managers at home office just would not listen to anyone who said that the model was working. The regional development team’s attitude was always ‘make it work or you are out’ and the criticism was rarely constructive. Home Office ignored this reported fact and continued on to their own destruction. Some of us out here really wanted their ideas to work but with such pig headedness we didn’t stand a chance.

  30. I work for EJ & not as an FA, but as a BOA, Friday when we heard I cried, such a shock…I have been bursting into tears since….so have some of the other BOA’s.
    We are totally in the dark, not one of us knows what is going to happen to us; they say that TL will take some of us on……Some! ….. What about the rest of us? …….Redundancies?? Who knows…!! Not knowing what is going to happen to your Job, is like having an axe above your head.
    I believe that once the FSA announce their decision about the takeover, news of the job losses will then be announced. why on earth would TL lay off people in the Bracknell offices a few months ago only to take on more staff??? It doesn’t make sense. ..TL to take us on? … What a Joke! …of course we are all gone.
    TL only want the assets under care & the clients– soon as they realise that some of the clients have less than they thought they will get rid…I have heard they have done that before!
    I feel sorry for the admin staff (all the BOA’s out there) in the EJ branches throughout the county as they are getting the raw deal here, expected to carry on as usual after the announcement Friday… how can we?? Do you think that the FA alone would have kept or got some of the clients that they have today without us – I do not think so!
    The BOAS are the ones that delivered the Client service…who did the research…who did all the hard work! We are being thrown a few crumbs here & there just to keep us quite & to ensure our clients & their accounts are kept happy, that is until TL gets their hands on them & the takeover is complete….Then All our customer service care & all our hard work will be null & void then just like the poor BOAS!
    My advice to all the other BOA’s out there stay strong, work on those CVs & look for alternative employment. Good Luck to all. x

  31. I worked with EJ quite a few years back, & am still in financial services 8 years on. The training (yes, also door-knocking, but all the other stuff as well) from EJ has been very valuable. Never did door knocking again, but it certainly gives you confidence to approach people! So I would suggest take that skill-set, use it to your advantage, go out and look for your next opportunity, it might be the best move you ever made!! GH.

  32. In a time of universal deceit - telling the truth 27th October 2009 at 12:48 pm

    As an Ex EJ advisor, looking from the outside in…It never really made sense to spend so much money on so many.. For so few. With a retention from initial training of I would guess less the 5% (from experience) EJ were proud of the fact that their advisors were continuously bombarded with offers of alternative careers which the brainwashed employees ignored as just a good ego boost. So many talented advisors thrown to the lions and mostly overwhelmed with alternative careers thereafter.
    This clearly was not a model that was sustainable just a great training ground for, I would guess, many superior advisors now working for someone else.
    Shame really EJ really had a great business ethos just badly executed for the UK market. I guess they were just doing “what is right for your customer” as usual.

  33. I have worked for EJ and I am a spouse of an FA. EJ have been a fantastic company to work for and be involved with as a spouse. They are a true family firm and have a great ethos. As a family we are completely gutted they are leaving the UK. I believe the model could have worked within the UK but they did waste money, in recent years giving brand new FAs an office and a BOA before they had proved themselves. I will miss the company and the people(oh and also the trips)

  34. I’m a current EJ advisor.

    I’m proud that in my years with EJ that my integrity and moral standards were upheld by the company I worked for.

    Many people may not have understood our investment process and the business model but it was excellent for clients and with a few tweaks here and there would have been profitable in the UK.

    We’ve been telling the Americans for years that the cost of ‘High Street’ offices was unnecessary and that we didn’t need Canary Wharf offices.

    Noone cares where a company has its head office or for that matter the local office. Its the person and service people buy into.

    We could easily run the business ourselves and make a profit but we are obviously now not going to get the chance.

    Its a sad day for me and my family along with many good friends and colleagues I’ve built up over the years.

    Finally, its an even sadder day for a number of smaller advisors who will be forced into the arms of the banks

  35. This last EJ broker makes a good point – I was one of them for a few years and concede that there are a few excellent people there – I wish s/he didn’t post it anonymously… could be someone I know.

    But that’s a good point – the best 10% or so of them probably could have run the firm themselves better than St. Louis did… like with that other Towry Law takeover where the good guys from the old firm broke away and started their own firm.

    Why on earth didn’t Jones at least offer that to the top producers to at least consider as an option, before knocking on every door looking for a buyer and eventually selling out to the most unlikely, completely opposite rival… alledgedly for just £1! (Come on, someone in Home Office spill the beans on this £1 rumour… what you got to lose, you’re already fired!).

    I would say that a few of those Segment 5s between them could have put up a lot of the funding and raised the rest to take on and shut down as many of the leases as possible, and focus a core of good guys from a smaller number of offices… it might have worked.

    How cruel of Jones to not even offer that up as an alternative. But we shouldn’t be surprised… the worst part of the yee-har BS I hated the most was standing up at every meeting and saying “I’m building MY business in… such-and-such a town”, when clearly I was only building JONES’S business, not my own – main reason most of us left.

    Now you poor fools who stayed are realising you spent all that blood, sweat, tears and shoe leather building TOWRY LAW’s business in Anytown, UK… and for what – this slap in the face.

    Frankly I’m surprised any of you were surprised last Friday, or since. Jones was always full of it.

  36. I am an associate with EJ and I question the validity of this transfer in line with the NUPE regs 2006. As many of the comments have eluded to these two businesss are poles apart.

    The reason I moved to Jones 6 months ago, was so I could build my “own” business locally. Key to this opportunity was the stockbroker service. I have been a successful advisor for over 10 years but the stockbroker licence offered an excellent USP to give me a sporting chance against the banks, building societies and well established IFA firms in the local community.
    The Towry Law switch would take away both of these advantages, (stockbroking & local presence). Hence this is nowhere near a like for like job opportunity.

    All you legal eagles out there, is it possible to challenge this move as a constructive dismissal? I can understand the business case for EJs withdrawal, but I would expect to have some options as to my exit strategy and at the very least to be “bought out” of my contract.

    An interesting observation, it appears that all the previous/current employees who know the EJ advice proposition, realise what an excellent client offering this is. Contrary to some comments the commission rates are not excessive, when compared with other businesses I have worked for. All the negative, ill-informed comments re the advice offering seem to come from competitors who were probably envious of the “stockbroker” title. As for the contributor who’s attitude was “good riddance”. I am one of the 1,000 or so who will be losing their jobs around about xmas, however I hope whatever happens to me, I truly hope I will never be as twisted and bitter as this individual.

    Good luck to all the good people at Edward Jones. It may seem like a disaster just now, but I’m sure your hard work and professionalism will see you succeed in your next position. Wherever that may be.

  37. The Edward Jones business model was unsustainable in the UK for the long term. As a recent former employee I witnessed many experienced advisers joining the company as a temporary haven until something more suitable came along. There was no pressure to produce any income for at least 4 to 5 months and salaries continued to be paid. The production expectations were ridiculously low for the next few months. With such high staff turnover and first year costs that yielded little or no return, this inevitable situation was only a matter of time. Good luck to the EJ Advisors who did build a profitable business as you are totally blameless for this mess. Your only misjudgement was your unswerving loyalty to EJ. Remember, cream will always rise to the top!!. You have done it before and can do it again.

  38. By an EJ Employee Re MONEYGATE……

    Moneygate offers a lifeline…

    To all EJ advisors….

    You may have read the FAQ’s that has been sent this morning via the Uptick news link and understandably after reading the answer to the question below you must be in complete turmoil.

    This is the extract taken from Uptick news:

    1. Will there be any redundancies?

    As a result of the way our revenues and expenses work, all the talented people at Edward Jones Limited are unlikely to be retained. Towry Law will provide more information when that becomes available.

    I have spoken to 2 Advisors who was involved in other acquisitions carried out by TL, they both told me independently that AF took them on initially, with large salaries and the promise of security. When AF got his hands on what he wanted which needless to say was the assets under management, he showed them both the door. One after 4 months and one after 6 months…

    AF is asset stripping, think about it if you were about to float your company the more assets under management at the time the more valuable, he is just fanning the flames and fuelling the fire before he floats the company.

    One ex TL employee had an analogy of AF that seemingly summed him up rather well……

    “AF is like a bowling ball, he doesn’t care who he knocks down in the process, as long as he achieves what he set out to do”

    From a business point of view AF is actually very clever, but he certainly is not thinking about our emotions.

    Myself and a colleague attended the Moneygate briefing yesterday held at their head office in Newcastle.

    And I urge you all to attend one of the many briefings they are conducting over the next few weeks.

    I was certainly very impressed by what they had to offer. My colleague and I spent much time after the briefing talking to Dennis Reed at Lee Hartley both directors.

    Their business is already what most of us joined Jones for…..

    It’s transparent, professional, offers clients’ superb customer service, and gives you the autonomy to maintain building your business.

    Dennis Reed is not only a much strewed Business Man he has also been an exceptional advisor for a number of years, it is this combination that EJ lacked…

    Dennis is aware of the fact that many of us feel passionate about our stock broking status and many of us have clients with assets under management, he is in the process of exploring how we can continue to maintain this.

    There are opportunities available for those who are still in the process of building your business and client bank.

    And for those Advisors who have client banks the opportunity is there to continue to service your own clients the way you do now…. And yes there is a loophole in which you can retain your clients.

    They are committed to training to whatever level you require, for those of you with exams still to sit, including mortgages if this is the route you wish to take.

    And as you have the option of charging fees or commissions the business is making all the right movements towards RDR.

    The technology and infrastructure they have in place to promote growth within the company already exists and there are currently a few happy ex EJ employees working there prior to the TL takeover.

    I have heard some of you mention that it is a con because you have to pay for leads, and no it isn’t…. There is the opportunity to pay for leads. however if you become fully contracted leads are supplied at no cost.

    The commission structure is better, and the lead generation process is out of this world. Your existing clients remain YOUR clients and you are able to service them and deal with them as you wish.

    YOU will be and IFA in a true sense of the word and there is no limitation on products and services we can offer clients.

    It is not for me to explain how Moneygate operates but I know you will be impressed by what they have to offer….

    I urge you all too at least attend one of the briefings and give them and fair chance as I don’t think you’ll be disappointed.

  39. I’m an Ej employee & would like to say thank you very much for all the training and qualifications you put me through,it was fantastic.what ever happens let’s not forget the investment they put into each and everyone of us.I am in a far better position than I have ever been career wise so if I decide to go it alone I have all the tools at my disposal and that’s thanks to EJ. What you people have to ask yourself is if they told you they were selling up 6 months ago would you still have been here 6 months on and writing the level of business you have done?…doubt it very much.From a business point of view they had to keep it on the low to make us look an attractive proposition for takeover.

  40. I was an EJ “investment representative” from january 06 to october 06, and during this time, I was shocked at the treatment of a number of IR’s (including myself)…

    On my induction course there were 35 other victims. On the day I left there were 4 left. As far as I know, there is only one remaining now.

    One of my collegues was sacked due to him having a broad geordie accent. Admittedly it was VERY broad, and he wasn’t the smartest chap in the world, but these issues should have been raised during interviews, not when he had passed all his exams first time.

    Another one was sacked due to some H.R mini Hitler looking out the window one rainy morning and thinking “she’ll never go out knocking on doors in the rain”… Again, after she had passed all her exams.

    In my case, I asked for some time off due to my mother having a breakdown. I was told to either get back to work and write business or leave. I left. I found this rather shocking, considering I had written enough business in the first two months after “can sell” to cover my targets for the next 8 months. Anyway…

    There are good parts to the company though; the training was fantastic, but unfortunately it’s such a Jekyll & Hyde company. Once you are in, the shiny veneer quickly disappears and you realise what a spiteful, unpleasant bunch they really are, who seem to take pleasure in playing with peoples livelihoods. I had dealings with Mike Root, who I still maintain to this day is one of the most unpleasant people ever to be put on this earth.

    I was lucky, and walked straight in to another, much better job, but I know several who weren’t quite so lucky. The way they treat people is an absolute disgrace, and they should have been pulled up for it long ago.

    I am not sure who votes on these “best company to work for” awards… I can only assume its people who have been there for 20 years and living comfortably off their renewal income, without having to do anything else. If the same question was asked to new recruits, you’d find their name at the other end of the list, that’s for sure. Perhaps in the US, part of the induction is to undergo some sort of “Manchurian Candidate” style brainwashing.

    The EJ model was never going to work in the UK. The whole knocking on doors concept makes them look decidedly tin-pot, and they’ve finally been found out after 10 years.

    In my view, this takeover by Towry Law is nothing more than an asset stripping exercise, and soon enough EJ will be consigned to history. I am sure EJ and TL will be very happy together. It’s a match made in heaven!

    They deserve all they get.

  41. Your faithful “ex-EJ broker who is still in Financial Services after all these years (& not even in the UK!!!)” again!
    To the EJ “faithful”: Go buy a copy of Dr William Holden’s “the Guide” (attended a sales training course presented by Will Holden even before EJ, was great). Bit of escapism, but it’s great & could have a very positive impact! I have no vested interest other that I really enjoyed “the Guide” & am using some of the guidelines in my own business. Treat yourself this Christmas! Seasons Greetings to all. Regards GH

  42. Was reading comment (40).
    Well put. I would say there were no more than 2 or 3 senior people, & we all know who they are, who unfortunately set the tone for the type of organisation EJ transpired to be. It did not have to be so, regrettably. The busines model itself was doomed to failure as everyone has said, but if the architects had been different, maybe ……….

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