Integrated Private Wealth Adds Four Roles for Business Owner Advisory

Integrated Private Wealth is adding operational, investment research and client planning capacity around a specific need: helping business owners make connected financial decisions before and after selling a company. The Boston-based unit of Integrated Partners has made three hires and promoted a fourth team member as it develops that work.

Ron Bowker joins as chief of staff, Emmett Maguire III as director of multi-asset strategy and research, and Audree Bobinger as associate family advisor. Marquis Richardson, who joined the team in 2023, has been promoted to associate family advisor. The unit is led by executive director Homer Smith.

The appointments create distinct roles across internal operations, portfolio research and family advice. That structure reflects the range of decisions that can converge around a business sale: proceeds affect investment portfolios, while tax, estate, retirement and family plans can also need attention. The firm’s stated approach is to coordinate those areas rather than treat the transaction as an isolated investment event.

Three hires span operations, investment strategy and planning

Bowker brings more than 25 years of experience in strategic leadership, operations, finance and organizational development. He previously served as chief of staff and adviser to the CEO at NEOM, following a role as director of operations and chief of staff at King Abdullah University of Science and Technology. At Integrated Private Wealth, he will work alongside Smith on strategic initiatives and internal processes.

Maguire will lead investment research and strategy, with a focus on tax-aware investing, concentrated stock positions and portfolios for families with complex financial circumstances. His most recent role was principal and managing director of investment platform solutions at F.L. Putnam Investment Management Co. Earlier, he headed multi-asset research at SVB Private.

His remit points to issues that can become more prominent when an owner’s wealth is closely tied to one company. A concentrated holding can shape both portfolio risk and the choices available around a sale. Tax-aware strategy and broader portfolio design are relevant to the period before and after a transaction, though the source does not specify particular services, investment products or client outcomes.

Bobinger has nine years of experience in financial services, including an investment advisory role at API Financial Advisors. She also built and led an insurance agency with Symmetry Financial Group. Her work has included retirement income, coordination around estate planning and risk management for business owners and multigenerational families.

Richardson’s promotion builds on work in investment research, portfolio management and planning connected to tax, estate, business sale and retirement decisions. He now takes on more responsibility for client relationships. The move gives the unit another adviser with experience across the financial questions that can arise as a company owner prepares for a transition.

A service model built around the transaction timeline

Integrated Partners introduced Integrated Private Wealth, or IPW, in February as a venture for entrepreneurs facing complex transitions. Its model is intended to engage owners well before a transaction, coordinating tax, estate and investment decisions in advance of a deal closing. That timing matters to the firm’s pitch: planning can involve choices that arise while an owner is preparing for a sale, as well as the management of wealth after proceeds are received.

Smith said business owners and families facing significant financial transitions need more than investment management, because individual choices can affect their broader financial picture. He described the team additions as a way to bring together complementary expertise in investments, planning and operations. He also said the firm’s focus is on building the right team around clients, rather than simply increasing headcount.

For clients, the practical question is how well those specialties work together as a transition unfolds. A larger team can add capacity, but the source does not give details on client numbers, staffing levels for IPW, service fees or how coordination is handled in individual cases. The hires show where the unit is adding expertise; they do not, by themselves, establish how the model performs for clients.

Related reading: Wealth firms moving upmarket face tough talent and outsourcing calls

Parent firm’s scale provides context

The team expansion follows growth at Integrated Partners. In August, the firm said it had surpassed $30 billion in assets under advisement, compared with approximately $12 billion six years earlier. At that time, it supported 282 advisors and worked with 253 CPAs through its CPA Alliance, which connects advisors with accounting firms.

Those figures describe the parent firm’s scale and reach, not the size or results of IPW. The CPA relationships offer relevant context for a service model that emphasizes coordinating financial and tax decisions, but the available details do not say how many alliance members work with the private wealth unit or how those relationships affect its clients.

Founded in 1996 by CEO Paul Saganey, Integrated Partners is marking its 30th year in business. Saganey has said the firm believes advisors grow when they have a committed team supporting them and freedom to build their businesses according to their own vision. For IPW, the next measure to watch is how the new operational, research and advisory roles translate into coordinated support for owners preparing for a sale and families managing the transition that follows.

Related reading: Risk management for business owners and Pre-sale financial planning and advisor value

Integrated Partners rolled out IPW in February. The firm’s CPA Alliance pairs advisors with accounting firms; this report examines CPA relationships.