Modern LEGACY

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PRESIDENT’S LETTER

Q&A: MICHELLE LYNCH

HISTORY IN MOTION: THE ART OF OPPORTUNITY

INTEGRATED TECHNOLOGY THAT PUTS PEOPLE FIRSTCURRENT TRENDS, SEASONED INSIGHT AND

AN INSIDE LOOK AT ALEX. BROWN

PAUL REILLYGain insight on the firm’s culture, strategy and stalwart investment in the future from the CEO of Raymond James Financial.

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SPOTLIGHTMeet the vice president of the Network for Women Advisors

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In this issue, you’ll hear from Paul Reilly, chairman and chief

executive officer of Raymond James, who reflects on the

division’s first year with the firm, the defining features that set

us apart and the progress we have made since joining Raymond

James. We will also introduce you to Michelle Lynch, vice

president of the Network for Women Advisors, who shares her

thoughts on the group’s future, initiatives and value as they aim

to draw more women into the financial services industry.

You’ll read about some of Alex. Brown’s rising stars, a number

of whom have been named to lists of top advisors or wealth

managers. And you’ll read about our partnership with the

World Series champion Houston Astros as well as our new

Annapolis location. Finally, you’ll learn more about the cutting-

edge technology that helps advisors save time and grow their

businesses and the firm’s commitment to keeping pace with an

ever-evolving landscape.

As we celebrate a successful first year, we must remain focused

on the future and the strategic priorities we adopt. We must

continue to focus on our clients’ needs to further solidify our

position as home to the industry’s finest financial advisors.

I look forward to maintaining positive momentum as we navigate

the road ahead, and I thank you for your continued support and

for taking the time to read this issue of Modern Legacy.

Best Wishes,

HAIG ARIYAN President, Alex. Brown A Division of Raymond James

MODERN LEGACY CURRENT TRENDS, SEASONED INSIGHT AND AN INSIDE LOOK AT ALEX. BROWN

Having celebrated the one-year anniversary of the revitalization of Alex. Brown, we can look back at our accomplishments as we remain focused on the strategic priorities that lie ahead.

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A talk with the bossRaymond James Financial CEO Paul Reilly provides insight on the firm’s culture, strategy and stalwart investment in the future.

Q. Paul, you became the third CEO of Raymond James in 2010, and assumed the Chairman title from Tom James in 2017, as he became Chairman Emeritus. Can you tell us about what it has been like to be Tom’s successor, after he’d led the company for more than 40 years? A. To a huge extent, Tom’s legacy with this company is his ability to consider what’s next, and that’s certainly true with succession planning. It’s no accident that I was on the board, then brought on for a year as president, then named CEO, then named Chairman. He wanted to be sure I understood not only the nuances of the business, but the intangibles that make the firm Raymond James: The rich heritage of early struggles and lessons learned, the reasons behind the decisions made in the past that also bear on today’s decisions, the people who built the firm and who are still helping to drive it for the future.

I often joke that my goal is to simply be the third dead guy on a long wall of portraits of the firm’s CEOs. While that may be a bit morbid, the fact is my name will never be on the door, and it shouldn’t be. I am a guardian. My job is to keep the company on a positive trajectory while ensuring the cultural fabric that makes this place so unique stays intact.

Don’t get me wrong – the job is challenging. But this firm really is about putting clients first, and my time spent with Tom has reminded me that that’s where every decision starts, which really helps to clarify the focus for me, and for all of us.

Q. You’ve said Raymond James has a vision of being the premier alternative to Wall Street. What does that mean, and how do you deliver? A. This is the idea of having all the capabilities of our largest competitors, within a client-first culture where we believe advisors are also clients.

The fact is, there’s not a lot that differentiates firms when it comes to investment solutions, whether their availability or their execution.

Paul Reilly CEO, Raymond James Financial

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MODERN LEGACY CURRENT TRENDS, SEASONED INSIGHT AND AN INSIDE LOOK AT ALEX. BROWN

The difference lies in support and in culture. And that’s where we create a unique competitive position, whether we’re talking about our industry-leading advisor technology or the personalized service our advisors receive from our back-office associates.

My role is to set the tone. We need to continue to grow at a measured pace so we can invest in the resources – from technology to people – we need to be competitive.

But we have to ground that growth in the values that got us to this point. It’s no coincidence that I typically start and end every presentation I give by talking about our values of client first, independence, integrity and conservatism. We all need regular reminders to ensure we don’t get off course, even as we continue to evolve the business to meet the needs of a changing client base and environment.

Q. Alex. Brown has officially been a division of the firm for over a year now. As you review the year, how has the addition helped to impact the overall firm? A. One of the exciting things about integrating advisors and firms into Raymond James is how much we learn as an organization. Through every new addition, we get new points of view, new areas of expertise, new opportunities to make ourselves better. That has definitely been the case with Alex. Brown. For example, we knew going in that there were areas we wanted to expand upon based upon the types of clients the advisors served, and we’ve done that, adding new structured products, a Private Wealth Mortgage service within Raymond James Bank, and expanding our Private Institutional Client desk, which offers an array of potential investment opportunities for ultra-high-net-worth clients.

Additionally, it’s critical to note that we approached this addition as we do every acquisition – considering strategic benefit, price, ability to integrate and, most importantly, cultural fit – and feel good about the outcome. We were able to add – and retain – not only advisors, but a leadership team, who are a strong representation of and advocates for our unique culture, and I’m sure we’ll benefit from their contributions for many years to come.

Q. The firm continues to invest in technology, specifically technology for advisors and their clients. How do you think this will help better our firm and our advisors? A. Well, first of all, there’s an imperative to invest in technology – access to information and the ability to perform tasks online is critical to our daily lives, and protecting electronic data is a huge part of being a corporation in today’s world.

But our technology investments definitely go beyond the “keeping the lights on” baseline, and there’s a lot to be excited about. Our approach is to create tools to empower advisors – to automate tasks that should be automated, to offer insights based on data that will help advisors meet the sophisticated needs of their clients, and to increase the ability for advisors and their clients to collaborate using technology.

The goal is to give advisors more time to connect with clients and understand their unique needs – which is what the best financial advice is based on – as well as more tools to effectively meet those needs. Again, it’s about supporting the advisor-client relationship.

Q. Looking across the competitive industry landscape, what do you think sets Alex. Brown apart in the industry? As you look forward toward the next decade, how is Alex. Brown positioned? A. From the beginning, we knew we wanted to highlight and cultivate Alex. Brown’s unique value proposition for advisors and clients. We knew the importance and value of the heritage of Alex.Brown, a highly regarded boutique with beginnings as the first investment bank in the United States. And we knew that combining that reputation with the powerful capabilities and client-focused, advisor-centric culture of Raymond James would result in something that could truly resonate with advisors and clients.

That has proved true during the first year of the Alex. Brown Raymond James combination and I have every confidence it bodes well for the future.

“Our focus on advisors is the key, whether you’re comparing us to the

more traditional firms, or to technology-driven “robo” platforms. We believe the benefit we offer investors isn’t about the

firm, it’s about the advisor they work with – the relationship we support.”

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Our focus on advisors is the key, whether you’re comparing us to the more traditional firms, or to technology-driven “robo” platforms. We believe the benefit we offer investors isn’t about the firm, it’s about the advisor they work with – the relationship we support.

When we make decisions at the corporate level, we are hyper-focused on that relationship. Honestly, this often makes the job for our associates more difficult – it would be easier to just make a change and move on, letting the chips fall where they may. Instead, there’s a decided thoughtfulness to our approach that I saw when I joined the firm. Associates at all levels are trying to think through potential impacts before they happen and consider questions that clients and advisors will have before they have them.

Of course, we must respond to changes in our environment – from regulation to technology to client expectations – so we will remain a competitive partner for advisors and their clients, as well as a reasonably profitable investment for our shareholders. But if we focus on doing things thoughtfully and with great consideration for advisors and their clients, we can evolve even as we remain rooted in the culture that has been, and will continue to be, our competitive advantage.

Q. Raymond James recently made a very public stand on the Protocol for Broker Recruiting after some firms announced their decisions to leave the protocol. Why is this important to Raymond James, and Alex. Brown?A. While some firms behave as though advisors and clients are commodities to be “owned,” the protocol tells both advisors and their clients that they have the choice to stay together should they decide their current broker/dealer is no longer a good fit for their needs.

Our opinion is that the advisor-client relationship is integral to putting a client’s interest first. Our role as a broker/dealer is to support this relationship, even if it means helping an advisor leave our firm, as long as he or she is in good standing from a compliance and financial obligation perspective. In supporting advisors’ freedom, we know we have to constantly earn their business, their trust and their clients’ trust, and we do so through high-quality service.

I think it’s not only the right thing to do, but is a smart approach for managing the business. It puts the pressure on us to be better than our peers, to actively earn the trust, confidence and ultimately, business, of advisors and their clients.

OUR MISSION

Our business is people and their financial well-being. Therefore, in the pursuit of our goals, we will conduct ourselves in accordance with the following precepts:

Our clients always come first. We must provide the highest level of service with integrity.

Assisting our clients in the attainment of their financial objectives is our most worthy enterprise.

We must communicate with our clients clearly and frequently.

Our investments and services must be of superior quality.

Teamwork – cooperating with and providing assistance and support to our fellow associates –

is fundamental to sustaining a quality work environment that nurtures opportunities

for unparalleled service, personal growth and job satisfaction.

Continuing education is necessary to maintain the timeliness of investment knowledge, tax law information and financial planning techniques.

Innovation is requisite to our survival in a changing world.

To emulate other members of our industry requires us to continue to work hard; to excel

beyond our peers requires us to provide an even higher caliber of service to our clients.

We must give something back to the communities in which we live and work.

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MODERN LEGACY CURRENT TRENDS, SEASONED INSIGHT AND AN INSIDE LOOK AT ALEX. BROWN

DIVISION RECOGNITIONHISTORY IN MOTION

As Alex. Brown continues to build on more than 200 years of financial tradition, the art of creating opportunity for exceptionally successful clients begins with awareness, perception and strategic insight. To create those opportunities, and in addition to the numerous ways we continually work to support you, we have captured our rich history and roots in financial excellence by developing our first Alex. Brown video in which our client advisors share our story. We’re committed to bringing the Alex. Brown brand back to market, and this video is an elegant tribute to where we’ve been and where we’re going.

A WORLD-CLASS PARTNERSHIP

The World Series champion Houston Astros announced Raymond James - Alex. Brown as the first-ever naming rights partner of the Diamond Club, the most premium area in Minute Maid Park. The Raymond James - Alex. Brown Diamond Club is located on the field level of Minute Maid Park, directly behind home plate.

“Alex. Brown, a division of Raymond James, and the Houston Astros share a common mission to provide outstanding service to our respective stakeholders,” said Raymond James COO Dennis Zank. “We are excited to join these remarkable brands together to deliver an unforgettable ballpark experience.”

“We are thrilled to welcome Raymond James and Alex. Brown into the Houston Astros fold,” said Astros President of Business Operations Reid Ryan. “As the first naming-rights partner of the Diamond Club, Raymond James - Alex. Brown holds a special place in Minute Maid Park history. We look forward to providing our guests with the continued excellent service and unique view of the game for which the Diamond Club has become known, alongside our new partners.”

The Raymond James - Alex. Brown Diamond Club was reno-vated in 2013 and features a modern design, towering wine display, expansive bar and fully equipped private dining room with cutting-edge AV technology. Lounge furniture and elevated ceilings throughout the club provide a spacious area to relax and watch the ballgame. The 30-foot-wide panoramic projection screen streams live footage of the game, directly from the field. It provides the closest possible view in the most luxurious setting in Minute Maid Park.

GRAND REOPENING

Alex. Brown is expanding with a new office opening in Annapolis by mid-summer. “The division has been growing since Raymond James revived the brand,” said Marcus Aiello, regional executive for Alex. Brown. The nation’s oldest invest-ment bank was one of Baltimore’s biggest names for 200 years.

Craig Decker will lead the Annapolis office, which will be the firm’s 17th nationwide, and report to Aiello. Decker is one of two advisors who have joined Alex. Brown’s Baltimore office since the name came back in September 2016. He began his career at Alex. Brown in 1997.

“There are a lot of wealthy families that live in Annapolis,” Aiello said. “We think it will be a strategic market for us and there is a lot of opportunity there.”

Alex. Brown has more than 600 employees nationwide, includ-ing about 100 between Baltimore and Washington, D.C.

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A HEARTY WELCOME

Managing Director and client advisor Todd L. Kissel; Vice President, Investments and client advisor Joshua Pasahow, CFP®; Investment Portfolio Associate Ida Ng; and Senior Client Service Associate John Rivera have joined the Park Avenue, New York City, office of Alex. Brown, a division of Raymond James. Kissel also maintains an office in Boca Raton, Florida.

The team, which operates as East Coast Advisors, came to Alex. Brown from Morgan Stanley, where they managed over $500 million in client assets and generated more than $3.3 million in annual fees and commissions.

“We are delighted to welcome Todd, Josh, Ida and John to Alex. Brown,” said branch manager John Sutton. “Their experience and client-centric approach in serving high-net-worth individuals and families make them an ideal fit with our firm. They are all high quality professionals and will be a terrific addition to the Park Avenue office as we continue to grow the Alex. Brown brand not just in New York, but nationally. I look forward to working with them.”

“When we started our search for a new firm,” said Kissel, “we knew we wanted one that was completely focused on serving its clients’ needs and putting their interests first. But we also wanted a firm that was well capitalized, was conflict-free and offered great technology. Raymond James, and in particular its Alex. Brown division, of which we’ve been fans for some time, just stood out – and so it made sense both for our clients and for our team to make this move.”

“Todd and Josh exemplify the type of professionals who are well suited for Alex. Brown,” added Haig Ariyan, president of the Alex. Brown division of Raymond James. “They bring a sophisticated, client-focused practice to our firm, and we are pleased to have them representing us in New York.”

COHEN’S SOUTHERN CALIFORNIA

John Davis, the Coastal Region managing director for Alex. Brown, recently announced the appointment of veteran complex sales manager and advisor Gary P. Cohen, CRPC®, as the new regional executive for the Alex. Brown office in Los Angeles. He will be responsible for supporting and growing the Los Angeles office, which currently comprises 10 client advisors who manage approximately $12 billion in client assets.

“We are delighted that Gary accepted our offer to become the leader of Alex. Brown wealth man-agement in Los Angeles,” said Davis. “He exemplifies the values and culture that have been the Alex. Brown tradition for the last 200 years. His many years of experience in both investment banking and as a high-net-worth wealth management advisor, along with increasingly important responsibilities as a business development officer and complex sales manager, make him a great fit to lead our efforts in the second largest market in the United States.”

The Los Angeles regional executive position is a new one for Alex. Brown. Until the California native’s appointment, Jon Mallon served as the regional executive responsible for the Alex. Brown offices in both San Francisco and Los Angeles, and will now focus just on San Francisco.

“Attracting someone to manage our Los Angeles office with Gary’s experience and proven track record was important,” said Haig Ariyan, president of Alex. Brown. “Gary really appreciates how the Alex. Brown legacy, enhanced by Raymond James’ reputation and resources, becomes an unbeatable value proposition to successful financial advisors serving high net worth clients in this market. We look forward to supporting his efforts and celebrating his successes.”

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MODERN LEGACY CURRENT TRENDS, SEASONED INSIGHT AND AN INSIDE LOOK AT ALEX. BROWN

Q. You recently completed the

firm’s 23rd annual Women’s Symposium. Can you give us a recap of what seemed to be an amazing time and how this event has grown over the past few years?A. This year’s Women’s Symposium was a record-breaking event. We had record attendance with more than 600 attendees, 350 of whom were women advisors. We had a number of prospective women advisors there, as well as some of our Registered Associate Mentoring Program associates. Attendance was fantastic.

We had a number of great speakers, including Susan Story, who is on our corporate Raymond James Financial board, and Reshma Saujani, the CEO of Girls Who Code, who detailed the parallels between the computer science industry and ours. We also had Brigadier General Maureen LeBoeuf, who just knocked it out of the park with her moments that matter.

New this year was a philanthropic element. Each year, we are going to sponsor an organization that gives back to women in some way. This year, it was Rethreaded, a company focused on helping women who are victims of the sex trade. Rethreaded pro-vides them with safe, viable, dignifying work, and they help them get back on their feet.

Q. Can you give us your view on getting more women into the financial services industry and how industry demographics are changing?A. We desperately need to get more women advisors into this pro-fession. In the industry, we’re at 15%. At Raymond James we’re at roughly 15%. And we’re not going to increase those percentages by shifting experienced advisors from one firm to the next.

We’ve already hired three women as a result of our second-career initiative, and we’re going to be working closely with our Human Resources department and colleges and universities that offer the CFP® program to better figure out how we target the women coming out of undergraduate, graduate and certification pro-grams and draw them into our training initiative.

The client demographic is changing. Women are going to be the primary wealth owners in this country, and one study says 50% of wealthy women currently don’t have a financial advisor. While it’s not always the case, many studies indicate that women want to work with women. Male financial advisors are recognizing these trends and beginning to ask, “How do I partner with a woman?” They want to grow their businesses. They want successors. They want to expand. And they want to do that with women advisors. So they’re seeking it, they’re asking for it, they’re looking for it, and we need to find ways to help them meet those needs.

Q. What makes the Network for Women Advisors unique?A. Our history of nearly 25 years is probably one of the greatest dif-ferentiators. We created this network long before it was popular or even legally necessary, as is the case with many firms today. It was a very organic process, and it was created from the ground up by our women advisors for women advisors. You don’t find that very many places. A lot of times, it’s a forced, top-down directive, and that’s not conducive to sustainability over the long term.

The other thing is that our women genuinely want to help one another, and that’s something we’re very proud of. So whether it’s the Women’s Symposium or study groups or sessions at the national conferences that we offer – we do a lot of regional net-working events – we do create a culture of caring, and our women

Michelle Lynch serves as vice president of the Network for Women Advisors at Raymond James.

Spotlight: Meet the woman who champions women

“We desperately need to get more women advisors into this profession. In the industry, we’re at 15%, and we’re not going to increase that percentage by simply shifting

experienced advisors from one firm to the next.” – MICHELLE LYNCH

Michelle Lynch

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want to do everything they can to lift one another up. Culture is one of those things that’s very easy to talk about, but until you see it firsthand is not easily explainable.

Q. Why is a group like this important for the firm in particular? And when you meet with clients who hear that the firm has this large Network for Women, why do you think that’s so important?A. I think it speaks to our culture. It was started and cultivated by women advisors who had this idea, this initiative that they wanted to create. They approached Chairmen Emeritus and then-CEO Tom James 25 years ago and he absolutely, wholeheartedly backed the idea.

Tom has been a believer for all of these years that we need to get more women in the industry. That’s a huge testament as to why it’s important to this firm, as is the fact that our workforce is reflective of our client population. Those demographics are shifting, and that doesn’t mean just men and women. It means race and ethnicity and everything else. So that’s evidenced by the creation of the Black Financial Advisors Network, which was started a couple years ago. The firm is very committed to diversity efforts, and I think that having these initiatives does put us in an enviable position to attract women from other firms to come join us because I think they’ll find out we understand who they are and what they do.

Q. What are the most valuable benefits of the Network for Women Advisors?A. When you walk into a room with our women advisors, particularly at the symposium or any of our other networking groups or conferences – and you’ll hear a lot of men talk about this, too – there’s an energy unlike anything else that we have here. Everybody is sharing ideas. Everybody is asking questions.

We offer a lot of networking opportunities throughout the year, which I believe is one of the more valuable things we do. It allows our women advisors to get to know other women in their markets so they can create their own personal networks that they can then lean on throughout the year.

Also, all the work that we’re doing here to try to draw more women into the industry is also a very valuable benefit to the firm because we hear from advisors all the time who want to partner with women. And while I don’t have a waiting list of women ready to be placed into offices, it does create an awareness of the problem, and hopefully we’ll con-tinue to drive resources behind trying to solve the problem going forward. I think the ini-tiatives that we’re leading here and bringing attention to it is going to hopefully increase the number of women that we have.

Q: If you could look at the next 10-year landscape, would you say that the Network for Women Advisors will be even bigger than anyone ever could have imagined?A. I’m not one to talk myself out of a job, but I hope that in 10 or 15 years this network is not necessary because we’re at parity, that we are where we need to be. I don’t know that we will be, but that would be my hope.

“During the symposium, you could not help but feel proud to be a part of the Raymond James family. Never before have I had the pleasure to work at a firm that so proudly champions the development and success of women advisors by providing unparalleled support and fostering the sharing of ideas. With the support of senior management, Raymond James is well positioned to excel as our industry transforms by women controlling more of American personal wealth.”

OLIVE HAYE Associate to the COO, Alex. Brown

“My first Women’s Symposium was a huge success. We honed in on how to be more adaptable, empathic and mindful when it comes to client management. I am proud to be a part of a firm that celebrates and supports women advisors in the industry.”

KELIA COFFEY Client Advisor, Alex. Brown

To learn more about our Women’s Symposium you can visit www.RJWomenSymposium.com.

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MODERN LEGACY CURRENT TRENDS, SEASONED INSIGHT AND AN INSIDE LOOK AT ALEX. BROWN

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Word of HONOR Mindy Fishel: Working Mother magazine’s inaugural list of the Top Wealth Adviser Moms

Lee Bryan IV and Zachary Garber: Forbes America’s Top Next-Generation Wealth Advisors 2017

Barry Garber and Bryan Stepanian: Forbes Top Wealth Advisors

Charles A. Corpening: Financial Times FT 401 top U.S. retirement advisers

Congratulations to the Alex. Brown professionals who have been recognized as industry leaders.

The Working Mother and SHOOK research ranking is based on an algorithm of qualitative and quantitative data. SHOOK Research considered wealth advisers who are mothers with at least one child living at home and under the age of 18 with a minimum 5 years of industry experience. Ranking algorithm is based on qualitative measures derived from telephone and in-person interviews and surveys: service models, investing process, client retention, industry experience, review of compliance records, firm nominations, etc.; and quantitative criteria, such as assets under management and revenue generated for their firms. Investment performance is not a criterion because client objectives and risk tolerances vary, and advisers rarely have audited performance reports. Rankings are based on the opinions of SHOOK Research LLC. Neither SHOOK nor Working Mother receives compensation from the advisers or their firms in exchange for placement on a ranking. Research Summary (as of July 2017): 19,616 Advisor nominations were received, based on thresholds. 4,486 Advisors were invited to complete the online survey. 4,591 Advisors were interviewed by telephone. 893 Advisors were interviewed in-person at the Advisors’ location. Final list of the top 200 Advisors was then compiled based upon the quantitative criteria. Raymond James is not affiliated with Working Mother or Shook Research, LLC. This ranking is not indicative of advisor’s future performance, is not an endorsement, and may not be representative of individual clients’ experience. Neither Raymond James nor any of its Financial Advisors or RIA firms pay a fee in exchange for this award/rating.

SHOOK Research considered advisors born in 1980 or later with a minimum 4 years relevant experience. Advisors have built their own practices and lead their teams; joined teams and are viewed as future leadership; or a combination of both. Ranking algorithm is based on qualitative measures derived from telephone and in-person interviews and surveys: service models, investing process, client retention, industry experience, review of compliance records, firm nominations, etc.; and quantitative criteria, such as assets under management and revenue generated for their firms. Investment performance is not a criteria because client objectives and risk tolerances vary, and advisors rarely have audited performance reports. Rankings are based on the opinions of SHOOK Research, LLC. Neither SHOOK nor Forbes receives compensation from the advisors or their firms in exchange for placement on a ranking. Raymond James is not affiliated with Forbes or Shook Research, LLC. This ranking is not indicative of advisor’s future performance, is not an endorsement, and may not be representative of individual clients’ experience. For more information see www.SHOOKresearch.com. 1Minimum account sizes are general since it can vary depending on a range of circumstances. 2Advisors are judged on individual contribution but total team assets are shown, which can include one or more additional advisors. 3Minimum account sizes are general since it can vary depending on a range of circumstances.

The Forbes ranking of America’s Top Wealth Advisors, developed by SHOOK Research, is based on an algorithm of qualitative and quantitative data, rating thousands of wealth advisors with a minimum of seven years of experience. Ranking algorithm is based on quality of practice, including: telephone and in-person interviews, client retention, industry experience, review of compliance records, firm nominations; and quantitative criteria, including: assets under management and revenue generated for their firms. Investment performance is not a criteria because client objectives and risk tolerances vary, and advisors rarely have audited performance reports. Rankings are based on the opinions of SHOOK Research, LLC which does not receive compensation from the advisors or their firms in exchange for placement on the ranking. Research Summary (as of September

2017): 19,872 Advisor nominations were received, based on thresholds. 4,504 Advisors were invited to complete the online survey. 4,432 Advisors were interviewed by telephone. 923 Advisors were interviewed in-person at the Advisors’ location. Final list of the top 250 Advisors was then compiled based upon the quantitative criteria. Raymond James is not affiliated with Forbes or Shook Research, LLC. This ranking is not indicative of advisor’s future performance, is not an endorsement, and may not be representative of individual clients’ experience. Neither Raymond James nor any of its Financial Advisors or RIA firms pay a fee in exchange for this award/rating.

The Financial Times FT 401 Top Retirement Advisers award had 401 of the 550 advisor applicants being recognized as a Top Retirement Adviser. The FT asked large U.S. brokerages, independent advisors, and other wealth managers to identify qualified Direct Contribution (DC) plan advisor applicants. They partnered in research with Broadridge Financial Solutions who provided data from its proprietary databases that helped identify advisors who specialize in serving DC plans, including 401k, pensions and other DC accounts. Advisor applicants must have 20% or more of their total client assets in DC plans. Qualifying advisors filled out an online application and questionnaire that gave the FT more information about their practices. The FT augmented that information with their own research on the candidates, including data from regulatory filings. The FT generated an internal score for each applicant based on seven broad factors: DC plan assets under management, DC plan AUM growth rate, DC plan growth rate, experience advising DC plans, the advisor’s industry certifications (CFP, etc.), compliance record, degree to which advisor specializes in the DC business, and estimated participation rate at client DC plans. Roughly 80 to 85 percent of the final score is based on DC plan AUM and growth in the DC plan business (measured by plan numbers and plan assets). Additionally, to provide a diversity of advisors, the FT places a cap on the number of advisors from any one state that’s roughly correlated to the distribution of millionaires across the U.S. Neither the firms nor their employees pay a fee to The Financial Times in exchange for inclusion in the FT 401 list. Inclusion on the FT 401 Top Retirement Adviser list is no guarantee as to future investment success. The award is not representative of any one client’s experience, and is not an endorsement, and is not indicative of advisor’s future performance. Raymond James is not affiliated with the Financial Times.

Fortune collaborated with Korn Ferry Hay Group on this survey of corporate reputations. Beginning with a universe of about 1,500 candidates: the 1,000 largest U.S. companies ranked by revenue, along with non-U.S. companies in Fortune’s Global 500 database that have revenues of $10 billion or more, they then winnowed the assortment to the highest-revenue companies in each industry, a total of 680 in 28 countries. The top-rated companies were picked from that pool of 680; the executives who voted work at the companies in that group. To determine the best-regarded companies in 51 industries, Korn Ferry Hay Group asked executives, directors, and analysts to rate enterprises in their own industry on nine criteria, from investment value and quality of management and products to social responsibility and ability to attract talent. A company’s score must rank in the top half of its industry survey to be listed. The ranking may not be representative of any one client’s experience, is not an endorsement, and is not indicative of future performance. Neither Raymond James nor any of its Financial Advisors pay a fee in exchange for this award/rating. Raymond James is not affiliated with Fortune.

*Past performance is not an indication of future results. The information provided is for informational purposes only and is not a solicitation to buy or sell Raymond James Financial stock.

Raymond James recognizedRaymond James works hard to be the premier investment firm – reaffirmed every day, by every associate. And that dedication results in client satisfaction, award-winning equity research, strong asset management performance, long-term corporate stability and a unique culture focused on the success of our advisors and their clients. Ours is a commitment you won’t find everywhere. And it’s a commitment our advisors, as well as the national media, find noteworthy.

Raymond James Financial ranked fifth in the Securities and Asset Management category of Fortune’s list of The World’s Most Admired Companies for 2017.

Raymond James Financial CFO Jeff Julien was featured in the Wall Street Journal for his 30-year tenure and the firm’s then-114 consecutive quarters of positive earnings.*

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Integrated technology that puts people first

Raymond James is dedicated to providing advisors with cutting-edge technology that helps them save time and grow their businesses – a commitment evi-denced by the firm’s annual IT budget of $225 million and more than 900 IT associates. An integrated technol-ogy platform gives advisors a single access point for all Raymond James systems.

TECHNOLOGY FOR ADVISORS

Mobility – tap into your business using Advisor Mobile, an app that offers seamless access to key data by putting resources and information at your fingertips.

Client Management – free up more time using an integrated and customizable technology platform developed for advisors to meet needs with optimum usability.

Practice Management – access consolidated information about your practice through user-friendly, interactive dashboards.

Marketing – utilize social media support and custom website development.

TECHNOLOGY FOR CLIENTS

Investor Access – clients can view accounts online with an optimized site and mobile app, allowing them to go paperless to plan and monitor goals, pay bills, transfer funds, take share-holder actions and more.

Mobility – the Investor Access mobile app allows clients to take advantage of secure access to their brokerage accounts when-ever and wherever they want.

CYBERSECURITY

Our technological systems are monitored 24 hours a day, 365 days a year, for signs of tampering or unauthorized activity. We employ the use of encryption, virtual private networks, penetra-tion/vulnerability testing, and the latest firewall and antivirus technology. Our information technology professionals con-stantly research and develop enhancements to keep us at the vanguard of data security.

Learn more at raymondjamestechtour.com.

Tech that connects Raymond James offers integrated technology designed to optimize efficiency in your practice each and every day. Our commitment is to provide the best technology and tools to support you and your business. With everything we do, our focus is on our advisors.

Explore how our technology is built from the mind of the advisor by navigating raymondjamestechtour.com.

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