A new J.D. Power report reveals a widening disconnect between what early-career financial advisors expect from their firms and what they’re actually receiving — particularly in the areas of artificial intelligence, social media and brand-building. As the industry faces an accelerating wave of retirements and a competitive recruiting landscape, firms that want to remain relevant will need to evolve fast.
Wealth management firms may be falling short in the very areas that matter most to advisors, and that’s a missed opportunity. Marketing has become a key lever not only for growth, but for attracting and retaining top advisor talent. The smartest wealth management firms are making it a strategic priority.
Below are five ways to boost your marketing while giving early-career advisors the tools they need to thrive.
1. Make AI work for advisors, not around them.
According to J.D. Power, 35% of advisors say artificial intelligence is the top technology firms should be investing in. But the key isn’t just more AI — it’s smarter AI. Advisors want tools that streamline content creation, automate personalization and drive meaningful client engagement.
AI isn’t about replacing advisors. It’s about amplifying their efforts and freeing up time for relationship-building. We’re seeing firms use AI to help advisors generate social posts, blogs and emails in minutes, all while staying compliant.
2. Invest in social media as a primary marketing channel.
For advisors under 40, social media ranks as the only marketing channel where nearly half (45%) believe their firm should be investing more, yet only 32% say they’re getting valuable support. That gap is more than a tech problem. It’s a cultural one.
“Younger advisors are digital natives," says FMG's chief evangelist, Samantha Russell. "They expect to build their business on social [media] just like every other entrepreneur. When firms don’t provide training, tools or templates, these advisors often take matters into their own hands, or worse, they look elsewhere.”
Providing pre-approved content, automated publishing and access to performance data can transform social from a compliance risk into a recruiting asset.
3. Strengthen your brand to strengthen advisor loyalty.
Only 20% of early-career advisors say their firm is conscious of its public brand image, compared with 35% of older peers. For younger professionals trying to build a name for themselves, a weak firm brand feels like a liability.
If your firm’s brand doesn’t show up well online, neither will your advisors. You can’t ask them to prospect on LinkedIn or build credibility with high-net-worth clients if your brand looks outdated or disconnected from modern investors.
Firms that invest in cohesive branding, across websites, digital content and advisor profiles, send a clear message: We’re here to support your growth.
4. Rethink marketing support as a recruiting tool.
The report makes it clear: Early-career advisors want digital-first tools like websites, SEO and AEO (answer engine optimization) support, as well as lead generation resources. These are not "extras" — they’re core to an advisor’s ability to grow.
Offering a plug-and-play marketing platform, built-in compliance workflows and dedicated coaching support can make the difference between advisors who struggle to grow and those who are successfully driving organic growth. And firms that offer support in this area will stand out in a crowded recruiting market.
5. Personalize at scale — without breaking compliance.
Advisors expect to tailor their marketing, by niche, by audience and by channel. But many firm platforms still rely on rigid templates or generic content, leaving advisors to choose between being compliant and being authentic.
The firms winning today are the ones that enable personalization within a compliant framework. By giving advisors the freedom to sound like themselves, while staying within the lines, firms can empower growth without sacrificing oversight.
The Bottom Line
J.D. Power’s report sends a clear signal: The next generation of advisors is here, and their expectations are different. Wealth management firms that treat marketing as a strategic differentiator will be better positioned to recruit, retain and support top talent.
“Advisors want modern tools, authentic messaging, and a brand they’re proud to be part of,” Russell said. “If firms don’t provide that, they’ll find that others will.”
Susan Theder is chief marketing and experience officer of FMG.
Credit: Adobe Stock
© Arc, All Rights Reserved. Request academic re-use from www.copyright.com. All other uses, submit a request to TMSalesOperations@arc-network.com. For more information visit Asset & Logo Licensing.