Independence Day: Six UBS Brokers in Three Regions Join Indie Firms

(Story updated to correct AUM total of departing brokers in second paragraph.)
Six UBS Wealth Management brokers in three regions declared their independence ahead of the July 4th holiday weekend.
The brokers, who sources said were managing about $650 million of client assets, joined existing independent firms that clear or custody client assets through affiliates of Raymond James, Wells Fargo and Kestra Financial.
In Clearwater, Florida, Christopher McAdoo and Richard W. Humphrey left UBS to join Steward Partners, an independent affiliate of Raymond James Financial Services.
Along with two client associates, the team generated $2 million of revenue in the previous 12 months on around $250 million of UBS client assets, according to Chris Barton, a former Morgan Stanley manager who is divisional president of Steward offices in Texas and Florida.

Christopher E. McAdoo (center, left) and Richard W. Humphrey moved their team to Steward Partners on Wednesday.
Steward three years ago set up the Clearwater office, which now has ten brokers, and McAdoo and Humphrey knew UBS emigrant Dean Hoover who moved in 2018 and told them of the opportunity to own some equity in Steward, according to Barton.
“Many times teams love to see [that] the water is fine on the independent side, even cleaner,” Barton wrote in an e-mail, “and that advisors are thriving going independent.”
McAdoo and Humphrey made their shift on Wednesday, and were not available for comment, according to a Steward spokesman. McAdoo spent all but one of his 32 years as a broker with wirehouses, including UBS predecessor PaineWebber, Merrill Lynch and Smith Barney before his move back to UBS in 2006, according to BrokerCheck. Humphrey had spent his entire brokerage career of almost 20 years at UBS, according to the database.
In northwestern Ohio, UBS brokers Tyler McKean and Steven Hafner left on Tuesday to join True Alpha Wealth Management, a two-year-old independent broker founded by Merrill Lynch veterans that is a member of Kestra Private Wealth Services. Kestra PWS is an RIA with 24 offices—including four that opened this year—that is affiliated with Austin-based Kestra Financial.
McKean and Hafner collectively managed about $200 million and produced around $2 million, according to Kestra and True Alpha officials.
McKean, a Forbes Best-In-State Wealth Advisor based in Toledo, had been with Touchstone Wealth Partners, a former top-tier UBS team that shrunk when co-founder Craig Findley left under pressure last year to set up an RIA with ten of his former associates. He had been with UBS for more than eight years of his nine-year career.
Hafner, a 23-year industry veteran, joined UBS five years ago as a member of an $800 million-asset team in Sandusky, OH, led by Patrick R. Murray, according to his former website. He left in part over issues involving his effect on team-payout levels, said a person familiar with his practice. Hafner referred calls for comment to Kestra.
“They are a powerful addition for their region,” said Scott Wilson, chief operating officer of Kestra Private Wealth, without commenting on specifics of their production or practice.
Kestra pitches its services to wirehouse brokers who are willing to give up some payout in return for having the RIA pick up infrastructure costs and provide supplies and equipment, he said, and the pitch has taken on deeper resonance among the work-from-home constrictions of the Covid-19 pandemic. Kestra Private Wealth plans to open about eight practices this year, Wilson said.
In Hunt Valley, Md., former UBS brokers Troy Elser and Ryan Gutowski opened a fourth office for Seventy2 Capital Wealth Management, a Bethesda-based independent brokerage affiliated with Wells Fargo’s Financial Network (FiNet) channel. Elser worked for the first half of his 21-year brokerage career at Morgan Stanley, where he also worked as a branch manager, before joining UBS in 2009. Gutowski, who joined with a client associate from UBS, started his career seven years ago at the wirehouse’s Hunt Valley office.
The team was managing more than $200 million of assets at UBS, said Seventy2 Capital cofounder Tom Fautrel. He referred questions about Elser’s production to the adviser, who did not respond to a request for comment.
Seventy2 Capital offers its 16 advisors in four offices a cash-grid payout of 50-to-60 percent before what it splits with FiNet, and picks up virtually all their operational and regulatory charges, said Fautrel, who founded the firm three-and-a-half years ago with partner Paul Carlson after they left Merrill Lynch. The firm’s assets have grown from about $200 million to close to $1 billion, in part through the purchase of some practices, he said.
A spokesman at UBS Wealth Management USA declined to comment on the departures.
The firm’s U.S. broker count has declined to fewer than 6,000 from about 6,050 at the end of the first quarter, according to brokers citing internal rankings. (The total of all brokers in the Swiss bank Americas wealth business, including those in Latin America and Canada or servicing international clients from the U.S., was 6,496, according to UBS.)
Earlier this summer, three UBS Wealth teams that were managing more than $800 million in assets in Virginia and Washington State left to join RBC Wealth Management and the private client brokerage channel of Wells Fargo Advisors.
I don’t get what UBS is doing. Big advisors continue to flee the firm while the Swiss put no capital into the U.S business. How low does their advisor count go before they do something?
Congratulations to all of these advisors on getting out of a place that seems to have no leadership and direction. UBS will move deck chairs to seem like they are doing something but are really doing nothing.
What can any of the wires offer 15plus year veterans that is superior unless you truly lean on the in-house investment bank?
The armor of arrogance has been lifted, revealing that Darth Vader looks better with his mask on. UBS no longer wants big upfront bonuses on their balance sheet and smart UBS advisors understand how to improve their economics in a significant way.
Ubs is falling of a cliff lately. Especially in west coast FL. Congratulations to those freeing themselves.
Does anybody have a link that tracks all these changes. The total must be brutal. UBS seems to be getting hammered constantly.
Also love that moniker! “without U it is BS“
The real question is “why is anyone still there”? The Swiss have NEVER spent on infrastructure, including technology. UBS has always had too small a head count to compete with the big wires. This has finally caught up with them. And management has always been minor league, not even AAA. The great managers had other options! I’m not sure the last one there will be able to turn off the lights. I doubt that UBS can pay their bills.
I believe that the advisor population has dropped from about 7500 to about 6200 in 3 years.
Senior management announced at a club trip 4 or 5 years ago that they were not going to continue their recruiting program. That sent a message that they were planning on getting smaller. What a brilliant business strategy !
They have been spending $300 million a year on technology building out new systems on top of the old. What I never understood while I was there was why they and other wires couldn’t compete with the open market. Fin-tech is an amazing space with incredible options. Words can’t express my happiness in going independent and being able to use the best technology and also customize it for our clients. Game changer.
UBS is hemorrhaging talent at an alarming rate. The beneficiaries of the exodus are myriad, but the independent channel appears to be the largest.
Unfortunately Naratil and Chandler remain in control. Why?
Better start swimming or you’ll sink like a stone. The times they are a’changin.
UBS and the other three wires haven’t quite come to the realization that RIA is eating their lunch.
The wires only lose 3% of advisors to independence each year. What is changing is the size of advisors within that 3%. They make it so easy for people to team up and sign sunset deals. How many truly review the numbers and flexibility allowed in the independence space and succession planning. The wires are buying below market value and locking teams 5-7 years. Consider the average 6.5 multiple vs below 5 at wires, W2 payout Vs installment sale with capital gains, flexibility in selling and remaining somewhat involved with a small trail above buyout for years. And for the remaining team probably receiving 20% higher payout after all expenses. It makes very little sense watching people blindly accept these deals.
The real thing that the ALFA+ or Merrill programs have going for them is that they are the path of least resistance. Team up w one of the guys or gals down the hall. Buy them out w the firm picking up part of the bill. Then sell the larger combined business to the guy or gal at the other end of the hall when it is your time. And the clients don’t have to change firms. Not a bad gig given the lack of risk.
I’m seeing the numbers around me dwindle. I’m not unhappy. But at some point, you have to ask yourself, what do these people know that I don’t? My manager is solid. The levels above him have never seemed to impact me much. With an extra 4.5% in deferred comp due to my tenure, the comp isn’t bad. I can’t justify going to another wire. If Rock&Co. came to town I’d take a hard look bc I think that I could sell that name in my market. Independance is intriguing but I am not convinced that I could afford to make the leap nor am I convinced that I have enough years left in front of me to make it worth the effort. But here I am on AH anyway, looking for trouble…
If you are happy, no need to change. I would never do it for the money alone. It seems to work best for those that are tired of the corporate games, feel restricted on team formation and growth, desire customized technology for their practice and clients, and desire more flexibility in transitioning their business. Even if bought out in a more tax efficient way, you can arrange a percent of cash flow for years and still be involved a little–even $300,000 a year “dividend” would be huge for many given you wouldn’t need to lean on your own portfolio as much.
Independence provides the best of all worlds in my mind (after 24 years at the wires). Everyone owes it to themselves to know the market and make the decision that is best for them. I would encourage you to involve others on the team in your planning and thought process. You may have partners that have other desires. Just my two cents. Thankfully, we have an amazing industry and each one of gets to choose what is best for them.
I am still blown away that advisors run a business for 20-40 years and never do what they would recommend their business clients do–go through a due diligence process of the entire market. It is your life’s work. Why wouldn’t you review all options and make the best choice with ALL of the information?