Our comprehensive range of resources and specialised services is designed to help you manage your practice.
We strive to ensure that you have all the tools and information that you need at your fingertips, so that your branch is kept running smoothly – whichever way you choose to work with us.
Our head office is a centre of expertise and support for your branch. From your dedicated relationship manager and branch supervision manager (where relevant) to the colleagues who assist you with systems training, client support, asset transfers, new accounts and those on the dealing desk, we are all working towards one common goal – to provide you with personal, efficient and service-focused support, so you can serve your clients effectively.
We believe what separates Raymond James from our peers is the quality of service and support we provide.
We call it Service 1st – a commitment to serve with integrity, empathy and enthusiasm. Only by providing exceptional support, can we be sure to earn the continued loyalty and trust of the wealth managers who work with us.
Our support includes:
A dedicated relationship manager
Your dedicated relationship manager will oversee the transition of wealth managers to the Raymond James platform and will continue to work in partnership with wealth managers by overseeing the strategic aspects of the relationship.
Wealth manager support
Available 9am – 5.30pm each business day for queries on client accounts.
Dedicated new accounts and asset transfer specialists
Our specialists ensure the onboarding process is as efficient and fast as possible.
Training team
Our Training team provides technical assistance to ensure wealth managers get the most out of our systems, with training both in person and online. They also conduct workflow analysis to efficiently integrate wealth managers’ internal processes with Raymond James’ capabilities.
Access to the functional departments
You and your team can talk to subject matter experts in areas including the dealing desk, IT service desk, Marketing, Finance, Strategic partnerships and Compliance.
Professional development events
An annual forum plus smaller regional professional development events.
Find out more about how Raymond James can support you in setting up and growing your practice:
Bear market of 1974The severe bear market of 1974 threatened the existence of Raymond James, which was bleeding capital by the day. Tom James, his father and other leaders took extreme measures to keep the firm afloat, slashing costs, forgoing pay checks and even attempting to sell the firm for just enough capital to protect client assets and retain as many associates as possible. The story could have ended very differently if not for a sharp upturn and continued rebound in the stock markets late in the year. |
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Black MondayOn 19 October 1987, the stock markets experienced a dramatic plunge that prompted many firms to shut down their trading desks and turn off their phones to minimize internal losses. Raymond James refused to do the same. Our desks stayed open to help meet clients’ needs, resulting in our first and only unprofitable quarter since the firm went public in 1983. |
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Who was Raymond James?The Raymond in our name is actually from Edward Raymond, owner of a 15-employee mutual fund sales group, Raymond and Associates, along Florida’s west coast. He sold his company to Bob James on 15 July 1964, on condition that the surviving firm be called Raymond, James & Associates. Three days after the sale, Ed Raymond was involved in a near-fatal automobile accident and never joined the firm. Nonetheless, even after Raymond had passed away, Bob James insisted that his name remain on the door – ahead of James’ own. That was a promise he made to Ed Raymond three days before the accident, and Bob James was a man who kept his promises. |
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Taking Raymond James PublicWhen consideration was being given to taking Raymond James public, Tom James penned a letter to shareholders (largely employees at the time). ” … the public offering should be considered as a statement of our independence. While this is a psychological rather than an economic rationale, it is nonetheless very important. We have asserted for some time that we are not interested in becoming a small part of a very large corporation. That assertion results mainly from the inclinations of management rather than the economic benefits associated with either alternative. The public stock offering affords us the opportunity to enjoy a little bit of the best of both worlds. While shareholders will be given liquidity at fair market value, we will still have the ability to control our own destiny.” After 40+ years of Tom’s leadership, upon becoming CEO, Paul Reilly was often questioned about whether the company might ultimately surrender its cherished independence and be acquired by some larger entity. His response: “Not while I’m around.” It’s a theme that continues today. |
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