Want to know the one thing that changes everything about building a successful wealth management firm? It's not your tech stack, your client acquisition strategy or even your investment philosophy. It's the young talent sitting right under your nose.
Here's what nobody tells you about the generational divide in our industry. While baby boomers and Gen Xers are busy debating retirement timelines, Zoomers are quietly becoming the most valuable assets in financial services. And frankly, most firms are missing the boat.
For those not familiar, Zoomer is a common term for Generation Z, those born roughly from the mid-1990s to early 2010s. The name plays off “Boomer” but reflects something crucial about this generation’s approach — they grew up with technology as their native language.
Consider this reality: While boomers and Gen Xers were learning to use Zoom during the pandemic, Zoomers were already living in a digital-first world. They don't just adapt to technology; they think in it.
The Discovery That Changed My Mind
Five years ago, I started partnering with Drexel University's Co-op program, mostly because a colleague suggested it and I figured we would get some decent intern-level help and call it a day. Boy, was I wrong.
Lucas Torpie walked into our office as a Drexel Co-op student, and within weeks, I knew we were seeing something special. This wasn't just about being comfortable with spreadsheets or picking up our systems quickly; Lucas brought a different perspective to how we approach problems.
“The co-op experience at Gladstone opened my eyes to what a career in financial services could really look like,” Lucas told me. “I came in thinking I'd just be doing basic tasks, but Dan and the team immediately treated me like someone whose ideas mattered. That made all the difference in helping me find my path.”
Today, Lucas leads our valuation services and holds his CVA charter. From co-op student to Certified Valuation Analyst in four years — that's not an accident.
“We see this transformation regularly with our co-op students,” notes Greg Law, assistant director of employer relations at Drexel's Steinbright Career Development Center. “When employers like Gladstone provide meaningful, challenging work from day one, these students don't just complete assignments, they bring fresh perspectives that often surprise even seasoned professionals.”
Currently, we're working with Luke Carden, a finance major from Drexel whose analytical approach to our M&A research has already yielded insights we hadn't considered.
Like Lucas before him, Luke isn't just executing tasks; he's questioning methodologies and suggesting improvements that strengthen our overall process. This fall, we're welcoming Danny Yang, another exceptional Drexel student who brings a powerful combination of finance and business analytics expertise.
What's particularly telling is that boutique investment banks and smaller wealth management firms are increasingly winning these talent competitions against much larger competitors. Students like Danny recognize that working at a firm where they can directly affect client outcomes and learn from senior leadership often provides better career development than being another number in a massive organization.
Why This Matters More Than You Think
Our industry is facing a talent crisis, and most firms are looking in all the wrong places. They're fighting over seasoned advisors with established books, paying premium prices for lateral hires, and wondering why their succession plans keep falling apart.
Meanwhile, there's an entire generation of brilliant minds who are hungry to prove themselves, bring fresh perspectives and aren't carrying the baggage of “how things have always been done.”
But here's where most firms mess up: They treat young talent like they're doing them a favor. They stick them in the corner with busywork and wonder why they leave after six months.
The Real Secret Behind Zoomer Value
You want to know what makes Zoomers so valuable? The answer goes beyond their digital fluency, although that certainly helps. The real advantage lies in their approach to solving problems.
When Lucas and our other young team members tackle a valuation project, they don't just follow the template. They question assumptions, spotting patterns that veterans sometimes miss because they're not locked into seeing things a certain way.
This year, we're welcoming even more Drexel co-ops, and each one brings something different to the table. One student's background in data analytics is helping us refine our M&A market research, while another's perspective on client communication has influenced how we present complex valuations to RIA principals.
Stop Making These Mistakes
Most firms approach young talent recruitment like they're shopping for office supplies. They want someone who can fill a specific role, do specific tasks and hopefully not cause too much disruption. That approach is exactly backward.
The firms that win with Zoomer talent approach it like they're investing in the future of their business. They give meaningful projects from the outset. They ask for opinions, not just execution. They create pathways for growth that don't require waiting for someone to retire.
What Your Firm Should Do Right Now
If you're thinking, “Yeah, but how do I actually find these people,” you're asking the wrong question. The real question should be about what you’re going to do with them once you find them.
Because here's what I've learned from working with Zoomers — they can spot a dead-end opportunity from a mile away. They're not desperate for any job. They want purpose, growth and the chance to make a real impact.
We've built our approach around giving young talent real responsibility early. We assign them real client work, provide real decision-making authority and give them real stakes in outcomes.
The Bottom Line That Nobody Wants to Admit
The firms that crack the code on Zoomer integration are going to have a massive advantage in the next decade. They’ll succeed not just because they'll have great talent, but because they'll have the right talent for where this industry is heading.
So, here's my challenge: Stop thinking about young talent as a nice-to-have and start thinking about them as essential to your survival.
Whether you're looking to grow through acquisition, strengthen your succession planning or simply build a more dynamic team, the answer isn't just about finding the right people. It's about creating the right environment for them to thrive.
Dan Kreuter is the founder and CEO of Gladstone Group, a nationwide firm specializing in M&A advisory, talent search, valuation services and strategic consulting for the wealth and investment management community.
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