Book Mark Tibergien through The Keynote Curators

Biography

Mark Tibergien is a nationally recognized expert on management, strategy, and transition issues within the financial services industry. Mark’s professional background spans executive leadership, consulting, training, writing, and speaking. He has led organizations from start-up to exit, from dynamic growth to turn-around. Most notable is the merger of a training and consulting firm into Moss Adams LLP, the growth of Moss Adams into the leading authority on practice management for RIAs and broker/dealers, and the positioning of Pershing LLC to become one of the top three custody providers to RIAs and Family Offices in the United States.

He is an independent director of Pathstone, a $20 billion multi-family office business and RIA, and an Advisory Board Member of Commonwealth Financial Network, an Independent Broker/Dealer. Most recently, in 2021, Mark was appointed Advisor In Residence to Ernst & Young’s Wealth & Asset Management group, an advisory role to help shape strategy, especially as it relates to the RIA segment of the market.

From 2008 to 2020, Mark served as Chief Executive Officer of Pershing Advisor Solutions LLC, an affiliate of Pershing LLC and a division of The Bank of New York Mellon. The company provides custody, clearing, and execution services to Family Offices, Wealth Management, and Investment Management firms. Under Mark’s leadership, Pershing’s RIA Custody Business grew from $40 Billion of AUC in 2010 to more than $800 billion of AUC by the end of 2019. Mark served as a member of Pershing LLC’s Executive Committee, BNY Mellon’s Senior Leadership Committee, BNY Mellon N.A.’s Executive Committee, and BNY Mellon’s CEO’s Advisory Council on Diversity, Equity & Inclusion.

Before joining Pershing, he was a principal in the accounting and consulting firm, Moss Adams LLP, where he was Partner-in-Charge of the Business Consulting Group, Chairman of the Securities Industry Group, and Partner-in-Charge of the Business Valuation Group. While at Moss Adams, he introduced the first industry benchmarking studies for both RIAs and Broker/Dealers, all of which have been adopted or replicated by other leading custodians and fund companies.

He also wrote the industry’s first book on valuing, buying, and selling advisory practices, which helped set the stage for the rapid increase in M&A activity within this space. At the time, Moss Adams was one of the leading consolidators of accounting firms in the Western U.S. to achieve market dominance serving middle-market companies.

He joined Management Advisory Services (MAS), Inc. in 1986 and became its president in 1989. He led the merger of MAS into Moss Adams in 1994. MAS provided financial management workshops to closely held business owners throughout the US. The firm also specialized in the valuation of closely held businesses. In addition to his role as executive head of the firm, Mark was a workshop and seminar instructor for banks and businesses while also building the valuation practice into one of the leading providers in the Pacific Northwest.

Beginning in 1975, Mark was a vice president, and director of Willamette Management Associates, Inc., an RIA which provided investment research, investment management, and business valuation services throughout the Pacific Northwest.

Before transitioning directly into the financial services industry, Mark wrote for Investment Dealers’ Digest in Chicago. Previously, he worked as a general assignment newspaper and radio reporter in Michigan’s Upper Peninsula.

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Videos

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The Art of the Manage

The evolution of the financial advisory business from entrepreneurship to permanent ownership has changed the dynamics of the profession. In fact, much has been made about the “art of the deal.” Little attention has been given to what happens to firms with multiple locations; aging or exiting partners; recruiting and developing talent; and repositioning of the firm as a result of consolidation. In this session, Mark Tibergien will address the choices leaders of larger entities must confront and define in order to transform from a portfolio of companies to a more competitive and even dominant business. He will highlight issues related to strategy, structure, people, process and profits. In addition, he will share insight as to how the newly consolidated firms will redefine their Driving Force and the implications for future value and income.

Tyranny of Conventional Wisdom

Most leaders of financial services firms come from a background in sales or delivery of financial advice, and not one of professional management. As a result, there is a tendency to regard the decisions your peers make or to compare yourself to ""best practices."" Yet, much like how you advise your clients, it's important to consider multiple perspectives in order to come up with the optimal decision. This is especially true in regard to how your business and industry is perceived; how consumers make financial decisions today; and how we attract and retain talent. In this session, Mark Tibergien will identify the key pressure points facing most advisory businesses today and provide a framework for making decisions that are not tied to conventional wisdom.

The Enduring Advisory Firm

While the goal of most advisors is to help their clients to achieve and maintain financial independence, the reality is that clients often have a co-dependent relationship with the individual who is guiding them. This creates a special challenge for leaders of advisory firms who are planning for continuity, succession, growth and a reduced dependency on the founder for its success. In this session, we will introduce key concepts in building a business to last. We will introduce new ways to look at strategy, structure, people, processes and profitability as the key to building an enduring advisory firm.

Growth: The Silent Killer

Since the Great Recession of 2008, the financial services businesses has experienced double digit growth even when the markets have been volatile. However, most firms are also experiencing the strain of this growth that is showing up in employee and client dissatisfaction. While growth in concept is an important goal for most businesses, unmanaged growth can be as damaging to a firm as no growth at all. In this session, we will identify the factors that are causing firms to shine and factors that are causing them to struggle. Plus, we will introduce ideas for bringing balance to the practice in a way that fulfills your clients' expectations, rewards your partners and staff, and builds value in the enterprise.

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