Novi Wealth Partners

Novi Wealth Partners

Novi Wealth Partners was founded in 1998 in Princeton, New Jersey, as an independent, employee-owned registered investment adviser. The firm describes its core clientele as individuals, high-net-worth families, and corporations, serving them on a fee-only basis — it does not accept sales commissions, which it argues eliminates product-pushing incentives. Novi operates nationally from a single office at 512 Executive Drive in Princeton. The firm’s investment approach is built on customized, non-proprietary portfolio construction. Novi states it draws on a broad range of asset classes — offering financial planning, portfolio management, and dedicated investment management — which suggests exposure to public equities and fixed income at minimum, alongside tax-aware strategies for individual and corporate clients. While no specific portfolio-company positions or fund-commitment figures are disclosed, the advisory constructs individualized allocations rather than pushing house products. Its geographic mandate spans the United States, with no stated international footprint. Novi Wealth Partners is employee-owned, a structure that can align advisor incentives with client outcomes but limits the public profile of individual principals — no named executives or investment committee members are published. The firm’s website states it has served clients for over 100 years in combined experience, though the corporate entity itself was established in 1998. No philanthropic foundation, club-deal platform, or adjacent operating business is disclosed. The firm invites prospective clients to submit personal financial information through its website to receive a proprietary assessment before engagement. The firm’s structural differentiator is its explicit combination of full-time fiduciary status — registered with the SEC as an RIA operating on a fee-only model — with a single-office, employee-ownership structure. Unlike broker-dealer-affiliated wealth managers that layer advisory services onto a commission-based chassis, Novi’s conflict model is baked into its corporate form. Its independence shapes a sourcing model based on individual prospecting rather than institutional distribution agreements, which can limit breadth but aims to keep product selection open-architecture.