Wealth Management

The Great Wealth Transfer, an estimated $90 trillion shifting across generations over the next two decades, is poised to reshape advisor–client relationships, yet most affluent investors remain underprepared for the transition. Nearly one-third of wealthy investors lack even a basic will or trust, and many who do have plans will require significant updates as their lives, assets, and tax environments evolve. 

 

The research identifies four distinct motivational segments—Financial Achievers, Leisure Seekers, Legacy Leavers, and Cautious Givers—each defined by emotional drivers that meaningfully shape how clients view wealth, planning, and risk. 

 

With younger generations showing a higher affinity for digital tools yet still wanting human guidance, advisors must blend personal expertise with accessible online solutions to meet clients where they are. 


Finsum: Ultimately, those who tailor their estate-planning approach to individual psychology will be the ones who thrive as this massive transfer of wealth unfolds.

Advisors are increasingly adopting outsourced model portfolios as a way to streamline investment management and redirect their time toward deeper client relationships and higher-value planning work. 

 

Research from Cerulli shows that model users spend just over 10% of their time on investment oversight, enabling them to devote more than 60% of their time to client-facing activity and business development. The trend is especially pronounced among younger advisors running leaner practices, many of whom lack in-house investment staff and rely on models to achieve greater efficiency. 

 

These advisors view outsourced portfolios as a strategic tool, using the time savings to focus on complex planning, attract wealthier households, and sharpen their competitive positioning. High demand for product education, best practices, and access to portfolio managers underscores the need for model providers to keep advisors well-informed. 


Finsum: While some advisors avoid models due to concerns about customization or added fees, the overall shift highlights how outsourcing has become central to scaling a modern advisory practice.

Many advisory firms struggle with data overload and disconnected systems, leaving advisors buried in manual reconciliation instead of client work. 

 

After adopting an AI analytics tool that unified his systems, advisors can shift from static, outdated reports to real-time insights that flagged portfolio drift, client engagement changes, and emerging trends. Industry research reinforces this shift, with firms that embed AI reporting major efficiency gains and freeing teams to spend more time on strategic, insight-driven work. 

 

By automating even a single pain point—like performance drift alerts—this advisor’s firm reduced hours of manual tasks each week, improved client communication, and boosted team morale. 


Finsum: AI isn’t replacing advisors, but empowering them to make faster, clearer decisions by transforming scattered data into living intelligence.

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