Northwestern University Supreme Court Argument Analysis

Two expert attorneys who listened to this week’s oral arguments in Hughes v. Northwestern University say they would “rather be in Northwestern University’s shoes” than those of the plaintiffs, but the outcome of the potentially highly important case won’t be known for some months.


This week, the U.S. Supreme Court heard oral arguments in an Employee Retirement Income Security Act (ERISA) excessive fee lawsuit known as Hughes v. Northwestern University.

The question before the high court is whether participants in a defined contribution (DC) ERISA plan stated a plausible claim for relief against plan fiduciaries for breach of the duty of prudence by alleging that the fiduciaries caused the participants to pay investment management and administrative fees higher than those available for other materially identical investment products or services.

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Prior to the Supreme Court agreeing to take up the case, U.S. federal government attorneys asked the Supreme Court to grant a petition for a writ of certiorari requested by participants of two Northwestern University 403(b) retirement plans. A writ of certiorari is a request that the Supreme Court order a lower court to send up the record of the case for review. In their writ, the attorneys said the plaintiffs state at least two plausible claims for breach of ERISA’s duty of prudence. They argued the 7th U.S. Circuit Court of Appeals’ decision in favor of the university is incorrect and conflicts with decisions made by the 3rd and 8th Circuits in similar cases.

Following the oral arguments, PLANADVISER engaged in the following Q&A discussion with a pair of expert ERISA attorneys from the law firm Mayer Brown. The attorneys are Nancy Ross, a Chicago-based partner and co-chair of the firm’s ERISA litigation practice, and Jed Glickstein, Chicago-based counsel in the firm’s litigation and dispute resolution practice. The pair had submitted an amicus brief to the Supreme Court in the case, calling on the high court to answer—in favor of Northwestern University and in support of the 7th Circuit ruling—the question of what qualifies as a plausible claim for relief in DC plan excessive investment and recordkeeping fee suits.

In sum, the pair say the questions and argumentations coming from the bench showed a preference for the position of Northwestern University, such that the pair would “rather be in their shoes than the plaintiffs’ shoes.” However, they warned that the Supreme Court could still certainly rule in a surprising or unexpected way, and it has the leeway to either publish a sweeping or a highly limited ruling, so caution and patience are warranted. They expect a ruling to be filed by late Spring 2022, but even that timing is uncertain at this juncture.

 

PLANADVISER: Can you please remind our readers what is at stake in this case and why some parties have suggested it could result in a Supreme Court decision that sets important precedents that could shape the future of retirement plan excessive fee lawsuits?

Ross: I think the best place to start is by making the point that some attorneys, myself included, felt this was an interesting and frankly surprising case for the Supreme Court to agree to review—this one out of the hundreds of excessive fee cases that have been filed across the United States.

Why do I say that? It is because the justices have latched onto a case that, on its face, involves a pretty narrow, niche type of defined contribution plan—a 403(b) plan run in ways that are unique to higher education institutions. The investment options that are the central feature in the case are TIAA annuities of a type that are more or less unique to higher education institutions and which do not commonly appear in the typical corporate 401(k) plan.

So, the question is, how broad is the opinion going to be? Will it really provide useful instruction and guidance to corporate 401(k) plan fiduciaries, as opposed to just these university-type plans? The answer could be yes, certainly, and we could get a ruling that provides guidelines and instructions to all types of DC plans regarding the pleading standards that would-be plaintiffs must meet in future excessive fee cases, but it is also possible that the ruling will be more limited.

Glickstein: I agree, but I also think the Supreme Court, given its limited time and resources, likely would not have taken up this case if it was just going to make a ruling on the pleading standards that only apply to these plans—this specific type of university-operated 403(b) plan. My expectation is that they are likely going to say something about the pleading standards under ERISA as a broader and more general matter.

Now, on the question of why the Supreme Court chose this case, I think one answer is that it is representative of the very cookie-cutter nature of many of these excessive fee lawsuits. The cases that have been filed against Northwestern University and other big-name schools are remarkably similar—they are true cookie-cutter cases. This is meaningful because we have a real circuit split in these cases, with different lower courts reaching different conclusions on what are in essence the exact same pleadings. So, that’s an interesting dynamic playing out here and it opens up a lane for a potentially sweeping decision.

Ross: Good point. We have a very defined group of targeted defendants here—the 20 or so educational institutions fighting ERISA cases that all look so similar. It is probably fair to say that, if there had been a similar number of cookie-cutter lawsuits against a different industry or sector, we very well might have seen a different case elevated to the Supreme Court.

I believe another factor involved is the fact that the 7th U.S. Circuit Court of Appeals is very well respected, and it is a circuit in which rulings have been filed based on the determination that ERISA retirement plan fiduciaries should not be overly paternalistic.

 

PLANADVISER: Regarding the potential outcome of the case, did you get a clear sense of where some or all of the justices seem to be settling on the important question underpinning the lawsuit?

Glickstein: I felt cautiously optimistic, based on the tenor of the questions, that this ruling will come down in favor of the Northwestern University defendants, meaning it will in some way raise and strengthen the pleading standards over which plaintiffs must jump in order to state a plausible claim for relief under ERISA.

It seems to me that the justices understand the broader context here—that is, they appreciate the immense settlement pressures that have come to be in the ERISA litigation landscape. They seem to appreciate the fact that plaintiffs’ attorneys now see getting past the motion to dismiss stage as the real goal of their efforts, thereby wining settlements from defendants who don’t want to engage in potentially costly and lengthy litigation. The justices were all engaged in the question of how they could help to ensure that frivolous lawsuits are not allowed to proceed while also ensuring meritorious claims have an adequate path forward. Of course, that’s a very difficult question to answer in practice.

Ross: That is my sense as well. I will note that I have already had a number of calls from plan sponsors asking whether or not they should make changes to their plan lineup or plan administration in light of how the oral arguments went. Really it is too early to do so, because even a decision that is held in favor of Northwestern University could be structured in so many different potential ways. Many of my colleagues in the defense bar think the 7th Circuit’s decision will be affirmed.

Another interesting point to make is that Northwestern University is a very sympathetic defendant. There is a perception, and I think an accurate one, that U.S. universities are much more democratic and horizontal in their leadership and management structures. This is very different from the hierarchies and leadership styles that you tend to have in corporate America.

Jed and I were happy to hear that one of the justices picked up on a point we made in our amicus brief, where we noted that these cases don’t just target large institutions or companies—they directly target individuals. I think the justices appreciated our point that, for ERISA fiduciaries operating plans in this litigious environment, no good deed goes unpunished.

 

PLANADVISER: Any thoughts about how the current structure of the court, with its substantial conservative majority, might impact the outcome?

Glickstein: You know, in this case, as in other ERISA cases before, the questions and arguments coming from the justices did not seem to break down cleanly on liberal versus conservative lines. My view is that all of the justices were grappling with the exact question we all have posed: How do we get rid of frivolous cases while also allowing meritorious cases to proceed? All of them in their own way were coming to this key, central question. That’s the core of the case, and I think the majority of the justices feel the balance is out of whack today. Again, I would rather be the defendant than the plaintiff, at this point.

Ross: Yes, but I would like to add that I thought the arguments and questions from the justices, in some regards, were misdirected, as there was less direct discussion of the pleading standard itself than I would have liked to hear. There were far more questions being asked that went straight into the merits of this particular case, and there was virtually no discussion of ERISA’s actual statutory intent or language. This makes me wonder whether we aren’t in store for a fairly narrow decision that ultimately does not give fiduciaries much comfort or guidance, even if the 7th Circuit ruling is upheld.

The 2022 M&A Outlook: Bumper or Bust?

Experts foresee strong interest in retirement industry merger and acquisition deals continuing next year, but firms may have more difficulty securing top talent as the number of transactions mounts.
PA-112421-MA Deal Outlook_Patrick Edell-web

Art by Patrick Edell


The rapid pace of advisory business merger and acquisition (M&A) deals will continue in 2022, experts say.

“The pressures of COVID-19, and the potential change in the capital-gains tax rate, have really driven the outsized amount of activity we’ve seen this year,” says Wendy Leung, senior consultant at Diamond Consultants, a recruiting and business consulting firm for financial advisers, located in Morristown, New Jersey. “At the same time, we’ve known for a number of years that there is an aging adviser population in need of a succession plan, and that is still a factor. There is also a ton of capital coming into the advisory M&A space: We see more private equity [PE] firms now interested in making acquisitions, for example.”

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Leung says 2021 may end up clocking a peak in the number of deals, “but there’s still a ton of interest” heading into the new year.

Retirement Consolidation Dynamics

Dick Darian, founding partner of retirement industry M&A consulting firm Wise Rhino Group, based in Charleston, South Carolina, says the retirement advisory market closed 28 deals in 2019 and 32 in 2020. He expects 65 to 70 transactions to close in 2021—a little more than double the previous year’s tally.  

“We think that next year will be at a similar pace,” he says.

“There are still 750 advisory firms we track that are big enough and talented enough to be acquired,” Darian suggests. Wise Rhino looks at firms with strong retirement plan advisory capabilities and at least $1 million in annual revenue, he says. Despite a lot of acquisitions taking place over the past couple of years, he notes that 80% to 85% of the specialist firms are still left.

“But, as aggregators fill up their ‘dance cards,’ the acquisitions will eventually slow down,” he predicts.

 Similarly, Jeremy Holly, chief development and integration officer at SageView Advisory Group in Newport Beach, California, says the retirement industry consolidation is likely in its “later innings,” but it remains strong. “It is more mature than the consolidation on the wealth management side, but there are some reasons why we will see the flurry of activity continue for this year, and the year after,” he says.

On the one hand, advisers are realizing their firms can get high valuations in the current market, and it goes without saying that they want to maximize the monetary value of their businesses.

“They still want to grow, and when they sell, they also get access to additional leads and cross-selling opportunities with the acquirer’s existing clients, which can help them grow organically,” Holly says.

Rick Shoff, managing director of the adviser group at CAPTRUST, in Doylestown, Pennsylvania, anticipates the market environment will continue to allow his firm to make steady acquisitions.

“We grow in two ways,” he says. “The main way is that we go out and bring on new clients. The other is that we do acquisitions as an accelerant. For us, acquisitions are really a ‘talent grab.’ Continuing to do acquisitions is an important part of our strategy. Ideally, we’re looking for practices with $10 million of annual revenue or more. We would look at firms doing $3 million to $5 million, if we think they have a lot of upside.”

The drive for scale likely will help propel the consolidation to continue into the foreseeable future, predicts Vince Morris, president of OneDigital’s retirement and wealth division, based in Atlanta.

“There’s also a convergence of health, wealth and retirement,” he says. “What we’re positioning ourselves to do is be that business-strategy consultant for employers, to bring teams to the table to solve workforce issues for an employer.”

At some point, the acquisition pace will slow for retirement plan specialist businesses, in part because the firms are part of a niche market, Morris says.

“There’s really a finite amount of great-quality retirement teams,” he says. “If you look at wealth management, there are approximately 13,000 RIAs [registered investment advisers]. Even with the consolidation in the wealth management space—there are a couple-hundred acquisition deals a year—it’s still an ever-expanding universe. The retirement side of M&A is definitely more mature.”

Major acquirers likely will begin to pick up wealth management-focused advisory practices at a much faster pace, Darian anticipates. He foresees the intensified merging of a service offering with individualized retirement advice and individualized wealth management advice.

“The acquirers realize that the way to build this business is going to be by engaging the participant beyond the plan,” he says. “For every dollar a participant has in the plan, there is probably an average of $5 to $7 in assets that person has outside the plan.”

Wealth Management Deals

Having a service offering that incorporates both individualized retirement advice and individualized wealth management advice is an important part of CAPTRUST’s strategy, Shoff says. CAPTRUST wants to be in the top 35 metro markets in the United States with that dual-services offering, as an institutional adviser helping employees with their holistic financial lives. It already is doing this in many markets, he says, with different specialist teams offering the two types of advice.

“We think the two services are complementary. We’ve always done both, but we’ve probably doubled or tripled down on it,” Shoff says. “Moving forward, we will do more wealth management acquisitions than retirement acquisitions, and that’s a numbers game. There are so many more wealth management advisory practices out there than retirement advisory practices.”

SageView also anticipates picking up the pace of its wealth management acquisitions. Holly says the firm’s move into wealth management came after its retirement specialist advisers were frequently asked by plan sponsors and participants to help them with their individual financial needs. “We’re looking at the opportunity to fully engage with our plan sponsors and their participants and to scale that business,” he adds.

SageView plans to do that with separate retirement specialist and wealth management specialist teams, Holly says, rather than one advisory team offering both types of advice. That likely means it will pursue a considerable number of wealth management practice acquisitions. “We’re going to need a lot of wealth management advisers to support all of our retirement plan clients,” he says.

“Buyers are really looking for firms that ideally have the fewest number of restrictions attached to them: They are RIAs, and they are not under a broker/dealer [B/D] umbrella,” Leung says. “They also are looking for businesses that are mostly fee-based, that focus on higher-net-worth clients and that are in growth mode. And buyers are looking for firms that have developed a next generation of talent, so that they don’t have the ‘key man risk’ of one principal adviser who is in charge of all the top client relationships.”

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