When a $1.8 billion advisory team concluded that a separately owned firm could better reflect their clients, culture, and long-term objectives, they had 60 days to make it happen. Fusion managed the full operating build — coordinating legal, custodial, compliance, and operational readiness — while the team remained focused on clients. The result was a clean launch on schedule, with the client experience intact and the new firm positioned for independent growth.

What Made the Carve-Out Unique

The team had joined a larger RIA to gain access to brand, infrastructure, operating support, and specialized resources. As its business evolved, the partners concluded that a separately owned firm could better reflect their clients, culture, and long-term objectives.

The assignment therefore required more than forming a new entity. Fusion had to help the team identify which capabilities were essential, determine how those capabilities could be recreated or improved through internal resources and independent providers, and coordinate the transition without disrupting the existing client experience.

Why the Assets Did Not Have to Move

The team and its advisers determined that a change of investment adviser could be implemented while many client accounts remained with their existing custodians. Where permitted and approved by the relevant parties, keeping accounts on the same custodial platform can reduce administrative burden and avoid an unnecessary transfer between custodians.

Clients still receive and execute the documentation required for the change, and the applicable custodian, legal counsel, compliance professionals, and client determine the process and account treatment. The structure and result will vary by engagement.

The Coordination That Made It Possible

The process required careful coordination among the team, its legal and compliance advisers, the applicable custodians, and other relevant parties. Fusion helped organize the business case, implementation requirements, timeline, and operating readiness so the parties could evaluate a potential path forward.

Fusion did not provide legal advice or direct the custodian's approval process. Our role was to manage the project, facilitate appropriately authorized discussions, and ensure the team was prepared to execute the agreed transition plan.

The Hardest Part

We were engaged with 60 days to launch — a rapid RIA launch sprint by any definition. The hardest part was preparing a competitive new business while respecting existing contractual, legal, regulatory, and confidentiality obligations. Those boundaries are specific to each team and must be evaluated by qualified counsel.

Fusion's role was to build and manage a project plan around the 60-day timeline, incorporate guidance provided by the team's advisers, maintain strict information controls, and coordinate the operating work required for the new firm to be ready when it was legally and commercially appropriate to proceed.

Lessons from the Launch

Speed and discipline are not opposites. The teams that launch fastest are the ones with the clearest project plans, the most decisive leadership, and the most experienced external partners managing the operational complexity.

Confidentiality: We work with the largest teams and executive leaders in the nation making the most sensitive strategic decisions on their careers. Client names, some firm identities, and proprietary information have been intentionally withheld. We believe protecting client confidentiality is part of our fiduciary mindset and professional responsibility. The business lessons are shared. The confidential details of all Fusion clients remain protected.