Make your technology tech stack work for advisors, staff, and clients—not the other way around.
Advisors do not experience “technology strategy.” They experience CRM clicks, integration glitches, reporting delays, and planning tools that either support their work or slow it down. Most RIAs and broker-dealers are living with tech stacks assembled over years of layered decisions. Some of those choices were smart, some were necessary at the time, and some were inherited.
The result is a mix of platforms, integrations, and manual workarounds that carry real risk. Every new decision around CRM, portfolio, reporting, planning, or data touches multiple vendors and teams. Leadership knows that the wrong move can create years of drag.
Ezra Group works with wealth management firms that want a clearer view of where their technology tech stack helps, where it holds them back, and how to move forward without creating technical debt.
These decisions usually sit with:
Ezra Group works with wealth management firms that have moved beyond single-advisor setups and feel the impact of their technology decisions across many people and processes.
Multi-advisor RIAs and hybrid firms with multiple platforms and offices
Firms balancing advisory and brokerage models across varied structures
Independent broker-dealers and enterprise wealth platforms supporting many advisors
Most firms already have a tech stack that represents years of decisions and compromises. Leaders tend to see patterns like these:
These patterns create drag on growth, margin, and client experience. They also make leadership wary of the next major technology decision.
Ezra Group helps firms understand what their current tech stack is really doing for them, decide what to change and in what order, and then carry those changes through implementation and adoption.
The work is organized into three connected areas:
Decide what to change and why. This work clarifies where the current tech stack supports the firm and where it creates drag, then outlines a realistic path forward. Strategy & Assessment produces a roadmap and sequence for changes across CRM, portfolio, reporting, planning, and data that reflect the firm's goals, contracts, and internal capacity.
Carry decisions into production. This work focuses on high-risk projects such as CRM and portfolio migrations, data conversions, integration redesign, and vendor consolidation. Engagements support internal teams and vendors so implementations move forward with fewer surprises and less long-term debt.
Make changes livable for advisors and staff. This work focuses on rollout planning, communication, and training built around real workflows. Business Readiness & Training helps firms increase usage of the tools they have invested in and gives leadership visibility into adoption.
Ezra Group’s team has supported banks, RIAs, broker-dealers, and WealthTech vendors through platform decisions, implementation, and tech stack integrations. Our operators have built and run custodial platforms, led managed accounts programs, and owned advisor technology inside real firms.
Jason Albino
CCO
Grove Point Financial
Their decades of experience working with broker-dealers made them the right choice to lead the migration of our finance, compliance, and invoicing processes onto a new platform. Given the project’s complexity, it would have taken us twice as long without Ezra Group.
Platform decisions rely on more than feature checklists. Integration strength and data flow now determine how well new tools fit into the rest of the tech stack.
Ezra Group maintains the WealthTech Integration Score (WTIS), which evaluates how applications connect with other systems across the advisor ecosystem. Scores reflect the breadth and depth of integrations, as well as support for data exchange and common workflows.
Integration Scores do not replace firm-level judgment. They give leaders a clearer picture of what they are stepping into before contracts are signed and migrations begin.
For wealth managers, this view provides:
Firms that work with Ezra Group on technology and platform strategy leave with practical outputs they can use to guide decisions and measure progress.
A clear view of where the current tech stack supports growth, margin, and client experience and where it creates drag
A technology roadmap that respects existing contracts, internal capacity, and risk appetite while still moving the firm forward
Guidance on which platform decisions should come next and which should wait, with specific attention to CRM, portfolio, reporting, planning, and data
Support through high-risk changes such as core platform migrations, integration redesign, and vendor consolidation
Plans and simple metrics that help leadership see whether advisors and staff are using the tools the firm has paid for
Work with wealth managers is led by operators who have carried responsibility for platforms, operations, and advisor growth inside real firms.
Experience on the team includes:
Executive in Residence (Go-to-Market and Data Aggregation)
Custodial and advisor platforms
Senior Wealth Management Consulting Partner
Senior Financial Services and Technology Strategist
Managed Accounts and Advisory Products Consultant
The details vary by firm, but patterns in the work repeat. Two examples:
Multi-Advisor RIA
A multi-advisor RIA with relationships across several custodians and multiple reporting and planning tools wanted a clearer path forward.
Ezra Group reviewed the current tech stack, mapped where each platform helped or hindered specific client segments, and produced a roadmap that sequenced changes over several years.
The firm moved away from ad hoc decisions toward a plan that respected contracts and capacity while improving advisor and client experience.
Broker-Dealer
A broker-dealer completed a core CRM migration on time and on budget, but advisor usage remained low.
Ezra Group helped identify the workflows that mattered most to advisors, adjusted configuration, and redesigned training around those scenarios.
Six months later, more advisors worked primarily inside the new CRM, and leadership had basic usage metrics that showed which teams needed more support.
If platform decisions keep getting deferred or your current stack isn’t keeping up with how the firm actually operates, a short working session can help clarify what’s going on. We’ll review what you’re running, what’s coming up, and where Ezra’s work would add the most value.
Changing an applications category can recalculate scores for all products of the “new category” and “old category” if the product becomes the highest number of integrations with key apps and non-key apps. Please proceed with caution in making changes to the application category. The updated calculations take effect after you submit changes of the form.
