By John Manganaro - PLANADVISER.COM
When describing the torrent of regulatory changes, shifts in consumer expectations, the pace of technology development and the race to the bottom on fees that is dramatically changing the third-party administrator (TPA) market, the words “overwhelming” and “relentless” seem appropriate.
So says Matt Schoneman, president of The Retirement Advantage, a growing TPA and financial technology support firm based in Wisconsin. Currently, TRA provides service to more than 6,000 plan sponsors and 350,000 participants, and Schoneman is not shy about the company’s plans for growth, both organic and via merger and acquisition activity.
“We are especially interested in speaking to business owners who are overwhelmed by the growing changes and regulations in our industry, who are looking for a company with more resources to support their individual needs or frankly, those who are simply burnt out,” Schoneman says.
When he joined the company in the late ‘90s, after a first career at Principal Financial Group, there was only one other employee and all the actual administration work was outsourced to a CPA firm. In the time since, the company has grown into a national provider conducting its robust administration work in-house.
It is not exactly press-stopping news to learn that a TPA wants to keep acquiring other, smaller TPA firms. Over the past 16 years, TRA has acquired and integrated more than a dozen firms into its own operations. But what is new is the rapid pace of merger and acquisition (M&A) activity—a decent amount of it sourced from firms with both an advisory arm and a TPA arm—mirroring the evolution that has already taken hold in the recordkeeping/plan provider space. In other words, financial services companies that are involved in both advising and administration are deciding they will likely have to move down one route or the other, and this has big implications both for providers in the space and for the advisers and plan sponsors working with them.
“For us this is a great opportunity,” Schoneman says. “In just the last few years we have done a number of deals with advisory firms, where the company had an adviser side to the business and also a small or mid-sized TPA firm in addition to that. With all the changing regulation and client pressures, they are looking at this as the impetus to focus on one or the other, advising or administrating.”
The reasoning is that these firms cannot be experts at everything, and particularly for those firms also employing advisers, there is the matter of the Department of Labor’s conflict of interest reforms to consider. All of these factors, Schoneman says, are driving rapid spin-offs and consolidations among TPAs. He projects that in the not-so-distant future, there will pretty much only be small, highly specialized boutique TPA firms that survive on the strength of their premium priced offerings, or large-scale national providers who can handle the capital investment requirements needed to keep today's clients happy. At his firm, he hopes the rate of acquisitions can be doubled in the years ahead.
TRA's strategic vision has remained unchanged over the years - to grow our business.
While organic growth is critical to any successful firm, TRA has successfully complemented our organic growth through 16 strategic acquisitions of privately held firms where business owners were looking to exit or for liquidity.
TRA is seeking to continue our growth through synergistic acquisitions as it is our belief the union of two complementary TPA firms into a single entity could yield significant benefits including:
TRA generally seeks firms that fit within our culture, corporate strategy, core competencies and generate quality revenues. We are especially interested in business owners who may be overwhelmed by the growing changes and regulations in our industry, who are looking for a company with more resources to support their individual needs or frankly, those who are simply burnt out.
To learn more about TRA's acquisition strategy, contact Matt Schoneman.