Top-performing advisors — and the specialist partners integral to the client relationship — are approached constantly by competitors. When they leave, it is rarely for a single reason; it is a mix of factors leadership could have acted on, had they been visible in time. I uncover these factors before they become resignation letters.

I work as a discreet, external sounding board, engaging advisors in conversations they will not have openly with internal management or HR. My independence removes the filters and politics that often limit openness, allowing me to surface the real drivers of loyalty and the early signs of risk of departure.

Insights are delivered in aggregate, theme-based form — never as name-linked feedback — so advisors speak freely without fear of repercussion. For leadership, the result is decision-grade clarity on what is working, what is not, and what can be done now to strengthen retention.

Before any advisor conversations, I invest time in understanding the leadership context, local dynamics, and operational constraints of the business. This ensures findings are accurate and actionable within the firm’s real-world environment.

Retention is rarely just about the lead advisor. UHNW and HNW clients rely on a team of specialists — from wealth planners and trust & estate experts to investment specialists and banking & credit specialists. If any one of them leaves, client confidence can weaken. When requested, I extend the retention analysis to include these specialists, engaging them directly to understand their priorities and reduce the risk of departure — ensuring stability for both the client relationship and the team serving it.

Because I operate globally, I understand the different cultural and structural nuances that shape retention in each market — from highly integrated, team-based models to individual performance cultures, to partnership-led structures where decision-making is shared. This global perspective ensures recommendations are not only relevant, but tailored to the firm’s unique operating style and market positioning — without relying on broad, generic retention programs that fail to reflect the realities of the wealth management market.