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LPL CEO Dan Arnold

Industry Spotlight > Broker Dealers

What to Learn From LPL's Firing of Dan Arnold: Recruiter

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LPL Financial’s decision to fire President and CEO Dan Arnold Tuesday for violating policies tied to “a respectful workplace” caught a lot of industry observers off guard.

Though it declined to elaborate in detail on its decision, the broker-dealer stated that its board ended Arnold’s employment “for cause” based on the recommendation of a special committee of directors — which followed an investigation led by an outside law firm that found he’d made statements to employees that violated the firm’s code of conduct.

Commentators have said that LPL has done very well under Arnold as CEO since 2017, both in terms of advisor recruiting and in capitalizing on the independent broker-dealer consolidation trend.

But all eyes are on the firm now to see how it will navigate this situation.

This was the conclusion drawn in email correspondence with ThinkAdvisor by Simon Hoyle, recruiter and founder at RIA Choice. 

As Hoyle noted, with big companies come big leadership expectations, and it’s not uncommon to see top executives dismissed from major organizations if company performance lags — though that doesn’t seem to be the case here. 

Thus, “when company growth and stock price have performed very well, it can appear something else is going on that might cause a hit to business reputation,” Hoyle said.

Asked if LPL’s status as a publicly traded firm matters, he replied: “Yes. Public companies are held to higher standards. Not only is internal morale and productivity potentially affected [by leadership] but investor confidence as well. The stock was down about 5% after-hours [Tuesday] based on the news. So, stock price and public perception carry a fair amount of weight.”

The unfolding story could further hurt the stock price, Simon says. (The stock did, in fact, recover Wednesday to close up 0.5% and trade near $231.)

It can prove valuable for firms to move sooner rather than later when problematic executive behavior is discovered, he adds. ”If concerning comments were captured from these meetings that were discriminatory, sexual or otherwise less than positive, a public company may feel safer parting ways on the front end to close the chapter as early as possible,” Hoyle explained.

The alternative is to simply wait and hope that such damaging information does not become public, he notes. But if it does, this risks further impacting a company’s reputation (and stock price) for not having acted earlier. 

Who to Hire?

Does the Arnold situation point to a need for publicly traded BDs to hire savvy, experienced executives — like Raymond James did in 2009 by tapping Paul Reilly, who’d been CEO of both Korn Ferry International and KPMG International, to be its president and then CEO? 

“There’s a greater expectation and need for companies generally to balance proficient business leaders with soft skills,” Hoyle said. “What one does, supports, and even hints at can carry significant ramifications.”

The good news for LPL, according to Hoyle, is that interim CEO Rich Steinmeier is well suited for the position. Steinmeier earlier served as its chief growth officer (since 2018) after working for UBS and Merrill.  

“He has a strong background and experience to be considered for this role,” Hoyle said. “If everything goes well, they will have already found their new (permanent) CEO.”

Pictured: Former LPL CEO Dan Arnold


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