From advisory-practice
Advises on selecting, configuring, and operating portfolio management systems for advisory firms, covering model portfolios, UMA/sleeve management, drift monitoring, rebalancing, and custodian data feeds.
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Enable Claude to advise on the selection, configuration, and operation of portfolio
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Enable Claude to advise on the selection, configuration, and operation of portfolio management systems (PMS) within registered investment advisory firms. This skill covers the full PMS lifecycle: platform architecture, model portfolio construction, sleeve-based and UMA management, drift monitoring, rebalancing, held-away asset aggregation, portfolio accounting, trading integration, performance calculation, billing, and custodian data feeds. It equips Claude to guide advisors, operations teams, and technology leaders through PMS implementation decisions, day-to-day operational workflows, and troubleshooting reconciliation or data-quality issues.
10 — Advisory Practice (Front Office)
both
For detailed specifications, platform comparison tables, and architecture diagrams, see
references/platform-details.md.
The PMS is the operational nerve center of an advisory practice, orchestrating data flow between custodians, trading platforms, reporting engines, CRM, and planning tools. Core functions include portfolio construction, model management, rebalancing, trading, performance reporting, and billing. Major platforms: Orion, Black Diamond, Tamarac, Addepar, Morningstar Direct, Advent/APX. The PMS serves as the firm's Investment Book of Record (IBOR), which must be reconciled daily against the custodian's Official Book of Record (OBOR).
Model portfolios define target allocations (asset classes, securities, weights) applied consistently across client accounts. Types include strategic (SAA), tactical (TAA overlays), and specialty models (income, ESG, tax-managed). Firms typically use a two-tier hierarchy (firm-level + advisor-customized). Model changes trigger versioning, account identification, trade proposal generation, and tax-aware transition. Third-party model marketplaces (BlackRock, DFA, Vanguard, PIMCO) allow smaller firms to access institutional-quality investment management.
Unified Managed Accounts (UMAs) divide a single custodial account into virtual sub-accounts (sleeves), each following its own strategy or manager. Benefits: cross-sleeve tax optimization, simplified reporting, reduced account proliferation, and unified cash management. Cash waterfall rules govern deposits, withdrawals, and income allocation across sleeves. UMAs differ from SMAs (single-strategy, one manager) and mutual fund wraps (indirect ownership, limited customization). Typical minimums: $250K-$1M+.
Drift is the divergence of actual weights from targets caused by differential returns and cash flows. Measured as absolute drift (percentage-point difference) or relative drift (percentage of target). Threshold configurations range from conservative (3%/15%) to permissive (7%/30%). Rebalancing approaches: calendar-based, threshold-based, opportunistic (cash-flow-directed), and hybrid. Tax-aware rebalancing incorporates capital gains minimization, loss harvesting, wash sale avoidance, and gain budgets.
A complete client picture requires visibility into all assets, including employer plans, stock options, RSUs, bank accounts, and accounts at other custodians. Data sources: aggregation services (Plaid, Yodlee, MX, ByAllAccounts), custodian feeds, manual entry, and employer plan integrations. Challenges include data staleness, categorization errors, and broken connections. The PMS should provide both managed-only and total-household reporting views.
Portfolio accounting tracks positions, transactions, cost basis, cash flows, and accrued income. Daily reconciliation compares PMS against custodian across three dimensions: positions, transactions, and cash. Breaks require classification, root-cause diagnosis, correction, and documentation. Common break sources: corporate actions (splits, mergers, spin-offs, DRIP), trade settlement timing, and data feed issues. Cost basis methods: specific identification, FIFO, and average cost.
The PMS generates trade proposals from model changes, rebalancing triggers, cash flows, and ad-hoc instructions. In larger firms, trades flow through a separate OMS for compliance checks, block aggregation, and execution routing. Block trading aggregates orders across accounts for best execution with pro-rata allocation. Pre-trade checks cover restricted securities, concentration limits, client restrictions, regulatory limits, and cash minimums. Implementation methods: direct custodian trading, third-party EMS, and mutual fund trading platforms.
The PMS computes returns at multiple levels: security, sleeve, account, household, model, composite, and firm. TWR (time-weighted) eliminates cash flow impact for manager evaluation and GIPS compliance. MWR (money-weighted/IRR) reflects the investor's actual experience. Daily performance provides the most precise TWR; monthly uses approximations like Modified Dietz. Benchmarks (primary, blended, custom) must be tracked at the same frequency as portfolio returns.
Fee structures: AUM-based (flat or tiered/breakpoint), flat/retainer, performance-based (qualified clients only), and blended. Billing frequency: quarterly (most common), monthly, or annual. Advance billing requires proration; arrears billing delays revenue recognition. Billable AUM determination requires clear policies on included/excluded assets and household aggregation. Fee deduction via direct debit (most common) or invoice. Revenue tracking covers client, advisor, model, and strategy dimensions.
Custodian integration provides the data backbone: positions, transactions, cash, cost basis, corporate actions, and new accounts flow from custodian to PMS; trade instructions and fee invoices flow from PMS to custodian. Integration methods: proprietary batch feeds (CSV/XML), FIX protocol, APIs, and third-party aggregators. Feed timing: EOD batch (most common), intraday updates, and real-time streaming. Multi-custodian management requires data normalization, consolidated views, custodian-specific trade routing, and separate reconciliation. Custodian transitions (e.g., TD Ameritrade to Schwab) require account mapping, feed migration, and historical data transfer.
Scenario:
A $500M RIA with 800 client households has been managing portfolios using Excel spreadsheets and the custodian's online platform. The firm operates 12 model portfolios across two custodians (Schwab and Fidelity). As the firm grows, the spreadsheet approach creates unacceptable operational risk: rebalancing is inconsistent, performance reporting is delayed by weeks, and the firm recently discovered it had been billing a client at the wrong fee rate for two quarters. The firm decides to implement Orion as its portfolio management system.
Design Considerations:
Platform selection criteria:
Data migration planning:
Model setup and configuration:
Custodian feed setup:
Go-live workflow:
Analysis:
The migration represents a significant operational transformation. The firm should budget 3-6 months for full implementation, including 1-2 months for data migration and setup, 1 month for parallel testing, and 1-2 months for staff training and workflow refinement. Key risks include data quality issues during migration (especially historical cost basis), disruption to client reporting during the transition, and staff resistance to new workflows. The firm should designate a dedicated project manager and plan for temporary increases in operations staffing during the transition. Post-implementation, the firm should expect significant efficiency gains: rebalancing that previously took two days per quarter should complete in hours, billing errors should be eliminated by automated fee calculation, and performance reports should be available daily rather than weeks after quarter-end.
Scenario:
A wealth management firm serving high-net-worth clients ($1M+ investable assets) currently manages client portfolios using 3-5 separate SMAs per client, each following a different strategy. This creates operational burden (multiple account statements, separate rebalancing for each SMA, inability to coordinate tax management across accounts) and client confusion. The firm decides to transition its HNW clients to a UMA/sleeve-based structure using its existing PMS (Tamarac).
Design Considerations:
Sleeve structure design:
The firm designs a five-sleeve UMA architecture:
| Sleeve | Allocation Range | Strategy | Management |
|---|---|---|---|
| Core U.S. Equity | 25-45% | Broad U.S. equity exposure | Firm proprietary model |
| International Equity | 10-25% | Developed and emerging markets | DFA model via Tamarac |
| Fixed Income | 15-35% | Investment-grade and municipal bonds | PIMCO model |
| Alternatives | 5-15% | Real assets, liquid alternatives | Third-party manager |
| Tactical Overlay | 0-10% | Short-term tactical tilts | CIO discretion |
Cash is managed at the total account level rather than within individual sleeves, with a 2% minimum cash target.
Model assignment rules:
Cross-sleeve tax management:
Reporting configuration:
Analysis:
The UMA transition consolidates 3-5 accounts per client into a single account, reducing custodian fees, simplifying client statements, and enabling cross-strategy tax optimization that was previously impossible. The firm should expect a 2-3 month transition per client cohort, as existing SMA positions must be transferred in-kind to the new UMA account structure. Tax implications of the transition must be carefully managed — the firm should avoid realizing gains during the restructuring by transferring positions in-kind wherever possible. The ongoing operational benefit is substantial: the overlay manager can rebalance all sleeves simultaneously, dividends and income flow to a single cash pool, and withdrawals can be sourced from the most tax-efficient sleeve. The firm should track client satisfaction metrics before and after the transition, anticipating improvement in client comprehension of their portfolio structure and investment strategy.
Scenario:
An advisory practice managing $350M across 600 accounts discovers during its Monday morning reconciliation review that 48 accounts (8% of the total) show position discrepancies between the PMS and the custodian (Schwab). The breaks range from minor share-count differences to entirely missing positions. The operations team needs to diagnose the causes, resolve the breaks, and implement controls to prevent recurrence.
Design Considerations:
Break classification and diagnosis:
The operations team categorizes the 48 breaks into root-cause buckets:
| Category | Count | Typical Cause |
|---|---|---|
| Missed corporate action | 18 | A stock split processed at custodian but not reflected in PMS |
| Trade settlement timing | 12 | Friday trades settled at custodian over the weekend but PMS shows pending |
| Data feed failure | 8 | The Saturday custodian file failed to load due to a format change in one field |
| Dividend reinvestment | 6 | DRIP shares added at custodian but PMS not configured for auto-DRIP on these accounts |
| Genuine error | 4 | Trades executed at custodian but not initiated through PMS (advisor placed directly) |
Resolution workflow:
Corporate action breaks (18 accounts): The PMS operations team identifies that a widely-held equity (held in 18 accounts) underwent a 3:1 stock split on the prior Thursday. The custodian processed the split automatically, but the PMS corporate action module failed to pick it up from the data feed. The team manually applies the split in the PMS, adjusting share counts and cost basis for all 18 accounts.
Settlement timing breaks (12 accounts): These breaks are expected and will self-resolve when Monday's end-of-day reconciliation runs. The team marks them as "expected timing difference" and monitors for resolution.
Data feed failure (8 accounts): The Saturday batch file from Schwab contained a format change in the corporate action field that caused the PMS file parser to reject the entire file for 8 accounts. The team contacts the PMS vendor to update the parser, manually imports the affected data, and re-runs reconciliation for those accounts.
DRIP configuration (6 accounts): Six accounts are configured for dividend reinvestment at the custodian but the PMS does not reflect this setting. When dividends reinvest into fractional shares, the PMS records a cash dividend instead. The team updates the DRIP flag in the PMS for these accounts and adjusts positions to match the custodian.
Unauthorized trades (4 accounts): An advisor placed 4 trades directly through the custodian platform without going through the PMS. The team enters the trades into the PMS after the fact and counsels the advisor on the requirement to use the PMS for all trade activity.
Controls to reduce future breaks:
Analysis:
An 8% break rate is above the industry target of under 2% for well-run operations. The immediate resolution of the 48 breaks eliminates the risk of incorrect performance reports or billing. However, the more important outcome is the implementation of preventive controls. Automated corporate action processing alone should eliminate the largest break category (37.5% of all breaks). Feed monitoring prevents silent data-quality failures that can cascade into reporting and billing errors. The trade workflow enforcement addresses a compliance concern: trades placed outside the PMS bypass pre-trade compliance checks and block-trading allocations, creating best-execution and fair-allocation risks. The firm should target a break rate below 1% within 90 days of implementing these controls and track the metric weekly in operations meetings.
Treating the PMS as the official record. The custodian, not the PMS, maintains the legally authoritative record of client assets. When discrepancies exist, the custodian record governs. Firms that rely solely on PMS data without reconciliation risk reporting incorrect positions and performance.
Neglecting daily reconciliation. Firms that reconcile weekly or monthly allow breaks to compound, making root-cause diagnosis much harder. A corporate action missed on Monday may cause cascading errors in performance, billing, and rebalancing throughout the week.
Over-engineering drift thresholds. Setting drift bands too tight (e.g., 1% absolute) generates excessive trading, increasing costs and tax drag. Setting bands too loose (e.g., 10% absolute) allows portfolios to deviate significantly from the intended risk profile. Calibrate thresholds based on asset class volatility and client tax sensitivity.
Ignoring wash sale rules across accounts. Tax-loss harvesting in one account while purchasing substantially identical securities in another account with the same tax ID disallows the loss. The PMS must monitor wash sale windows across all accounts for a client or household.
Stale held-away data. Aggregated held-away data that has not refreshed in weeks or months can lead to materially incorrect total-household allocation views and flawed planning recommendations. Implement alerts for stale connections and establish a process for client re-authentication.
Inconsistent model governance. Allowing advisors to freely modify firm models without oversight creates style drift and compliance risk. Establish clear policies on which model elements advisors can customize and require documentation of deviations.
Cost basis discrepancies between PMS and custodian. The PMS and custodian may calculate cost basis differently, especially after corporate actions, transfers, or wash sale adjustments. If the firm relies on PMS cost basis for tax-loss harvesting decisions but the custodian reports different basis to the IRS (Form 1099-B), clients may face unexpected tax consequences.
Billing on stale or unreconciled data. Calculating fees on PMS positions that have not been reconciled against the custodian may result in over- or under-billing. Always reconcile before running billing.
Failing to test custodian feed changes. Custodians periodically update their data feed formats. Firms that do not monitor for format changes or test in a staging environment before production risk silent data-import failures.
Overlooking performance calculation methodology. Reporting MWR when TWR is appropriate (or vice versa) can mislead clients or violate GIPS standards. Understand when each methodology is appropriate and clearly label which method is used in client-facing reports.