PARTING SHOT

Advisors who embrace tech and personalize their offerings have a better chance at keeping rising-gen clients.

ODAY’ S TEENS AND COLLEGE STUDENTS CAN EXPERIENCE early financial success by developing a popular app, becoming a social media influencer or perhaps even lining up lucrative“ name and likeness” endorsements and sponsorships for their athletic ability. Our young people aren’ t merely“ the future”— they are today’ s active decision-makers. And when it comes to their finances, they expect a self-directed experience that is tailored to their preferences for when and how to do business. They’ re used to swiping, downloading and choosing what they want, when they want.

It doesn’ t take much for an advisor to lose a rising-generation client. Missteps that can appear small can actually cause significant fissures. Advisors shouldn’ t make the mistake of assuming that a strong longtime relationship with one client will, like the client’ s assets, be seamlessly passed onto the client’ s children.

According to a recent survey conducted by information technology and consulting firm Capgemini, 81 % of rising-generation high-net-worth investors plan to switch from their parents’ wealth management firms within one to two years after receiving their inheritances. And this trend comes at a time when members of Generations X, Y and Z are preparing to benefit from the“ Great Wealth Transfer” from their baby boomer parents; Capgemini estimates that Gen Xers( those age 44 to 59), millennials( aged 28 to 43) and members of Generation Z( aged 12 to 27) will inherit $ 83.5 trillion by 2048.

Maintaining relationships with rising-gen high-net-worth individuals is essential for advisors wanting to remain competitive going forward. Capgemini’ s survey looked into the major reasons rising-gen inheritors are dissatisfied with their parents’ advisors and thus change firms shortly after inheriting: These include a lack of service on the younger clients’ preferred digital channels( noted by 46 %), a lack of access to alternative investments( cited by 33 %) and inadequate value-added services such as estate planning and concierge services( cited by 25 %).

Advisors have a much better chance at keeping rising-gen clients by improving their communication, personalization and trust-building strategies … and thus showing their value. These strategies should include:

• Cutting-edge technology and techsavvy engagement: Younger investors expect to be able to communicate, obtain information in real time and make decisions using the digital channels they are comfortable with, Capgemini found. Today’ s clients require a holistic, hyper-personalized ecosystem where they can access up-to-date account details and additional relevant content 24 / 7, from anywhere. Advisors need to ensure their tech stack can support these needs.

But while the rising generations are more familiar with digital communication than their parents and grandparents, it’ s not enough for advisors to just connect with them digitally. They’ ll need to use technology like Zoom or Teams, where they can seamlessly share and review reports, and make digital meetings seem as authentic as in-person meetings. And they’ ll need to hold these meetings with some degree of frequency. continued on page 55

60 | FINANCIAL ADVISOR MAGAZINE | JANUARY / FEBRUARY 2026 WWW. FA-MAG. COM