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In my 3+ decades in the investment field, this firm is the first I have seen that does, in reality, care about helping the Financial Advisor help the client. Every decision that is made is with that in mind. It is truly refreshing and, I believe, a model for the firm of the future.


Helping people learn how to spell the name can be a bit of a challenge from time to time! But then, UBS clients still think they have accounts with "USB" or "UPS!" Not a big deal.

Advice to Management

Keep doing what you're doing! If I could give more than five stars, I would. Remember your culture of helping FAs help clients. Don't let regulators who do not even know what "basis points" are force you to follow rules that are not in clients' best interest, as some other firms have done. It's okay to stand up for the client in the face of regulations promulgated by those who know no better.

Wunderlich Securities Response

seconds ago

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Work/Life Balance
Culture Values
Career Opportunities
Comp Benefits
Senior Management
Current Employee - Anonymous Employee
Neutral Outlook
Approves of CEO


Lots of room to take initiative and grow. Very horizontal management structure which favors self starters and entrepreneurs.


Can be tough to make changes - regional bank type of culture means management is not always thinking big.

Advice to Management

Upper management create a good culture, not much to say here.

Wunderlich Securities Response

seconds ago

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Work/Life Balance
Culture Values
Career Opportunities
Comp Benefits
Senior Management
Current Employee - Anonymous Employee in Memphis, TN
Doesn't Recommend
Negative Outlook
Disapproves of CEO

I have been working at Wunderlich Securities(More than 3 years)

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The abundance of functional observations in scientific endeavors has led to a significant development in tools for functional data analysis (FDA). This kind of data comes with several challenges: infinite-dimensionality of function spaces, observation noise, and so on. However, there is another interesting phenomena that creates problems in FDA. The functional data often comes with lateral displacements/deformations in curves, a phenomenon which is different from the height or amplitude variability and is termed . The presence of phase variability artificially often inflates data variance, blurs underlying data structures, and distorts principal components. While the separation and/or removal of phase from amplitude data is desirable, this is a difficult problem. In particular, a commonly used alignment procedure, based on minimizing the L 2 norm between functions, does not provide satisfactory results. In this paper we motivate the importance of dealing with the phase variability and summarize several current ideas for separating phase and amplitude components. These approaches differ in the following: (1) the definition and mathematical representation of phase variability, (2) the objective functions that are used in functional data alignment, and (3) the algorithmic tools for solving estimation/optimization problems. We use simple examples to illustrate various approaches and to provide useful contrast between them.

Source Statist. Sci. , Volume 30, Number 4 (2015), 468-484.

Source Danny Tang

“Virtual (VR), augmented (AR), and mixed reality (MR) will enable a 4th wave of computing power via a spatial computing revolution that integrates disruptive technologies such as sensors, Big Data, the cloud, AI, and wearables. Together with other innovation accelerators – AI, robotics, Big Data, and wearables – AR/VR/MR will drive efficiencies, transform established sectors, and create new business opportunities.” – Dennis Gada , Regional Head, Financial Services at Infosys

Modest-sized fintech firms and large tech giants continue to make retail banking inroads worldwide, providing services that leverage the best in digital technology to deliver a customer experience that removes cumbersome steps from both routine and more involved banking engagements. Relative financial newcomers like AliPay (China), WeChat (China), Rakuten (Japan), Atom (UK), Monzo (UK), Starling (UK), N26 (Germany) and Revolut (UK) have joined household names like PayPal, Amazon and Google to disrupt the banking ecosystem, leveraging modern infrastructures and innovative cultures.

According to , “Many of the tech giants possess the ingredients of success: digital prowess, large customer bases, organizations well versed in improving the customer experience, and ample leeway to extend their corporate brands into banking.” More concerning may be that some of these firms are generating a level of trust previously reserved only for traditional banks and credit unions. As a result, an increasing percentage of consumers are willing to use financial products offered from these non-traditional firms – especially where the experience is superior to that offered by legacy organizations.

It is expected that demand for products and services from fintech firms and large tech companies will only increase as more consumers become familiar with new digital offerings. This is especially true for younger consumers, who have grown up with digital devices. More and more, people will get annoyed when they’re forced by bank policies and processes to use non-digital channels for everyday banking business, states the Bain research. This includes rudimentary transactions as well as being able to open new accounts or apply for loans.

The best way to prepare for the inevitable increase in competition that the continued expansion of banking services offered by Amazon, Google, PayPal, Facebook and an increasing number of start-up banks will bring is to be proactive in the development of personalized digital solutions. This will most likely involve new partnerships inside and outside of traditional banking organizations and a redefinition of what a banking ecosystem includes.

In other words, if banks don’t reorient their approach and radically accelerate their rate of progress, loyalty will suffer, and they will watch technology firms poach more business. Meanwhile, their economics will erode as too many routine transactions continue to flow through expensive branch and call-center networks.

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