In a tiny business, the difference between how the business earns revenue, and how the adviser gets paid isn’t really very relevant.

There are two sides of the coin when considering the possible effect of commission and incentives on advice when you run an advice business. This article is about how you get paid, the next will be about how you pay your advisers.

The conduct and culture report published by the FMA and RBNZ recently was meant to be all about insurers, but a significant consequence will be felt by advisers.

Just because everyone else is doing it, doesn’t mean you have to.

I don’t mean accidental non-disclosure, and I don’t mean accidental declines. Mistakes happen. What I am worried about is real fraud.

Do you have anything to fear from the new draft Financial Advice Code? Can good insurance advice be given under the Code? Will you make it as a financial adviser under the new regime? Different questions with a common thread.

The question of how much trauma cover is ideal remains vexed.

Why do some people go online and suddenly think that they are proficient in managing their own insurance?

Demographic and societal change should be the easiest change to respond to

What’s all the fuss about record keeping and all that? There’s one school of thought that runs, in effect, that it’s the advice that counts – not the file.

Sooner or later, reduced liabilities and increased capital must replace insurance.

Wearable devices, like Fitbit watches, are becoming more and more popular, and insurers are interested in the data they collect.

Long-run changes have a habit of creeping up on us. Gradually, society changes, but we pin the ‘big change’ on one emblematic moment.

There might be something to this internet thing...

Russell Hutchinson shares how bad conduct affects customers. 

Incentive trips are not, it turns out, the sole preserve of insurance advisers.