About This Episode
Next Mile Episode 124: What It Takes to Build the Next Generation of Talent with Multiple guests. A conversation about wealth management, fintech, and the future of financial advisory firms.
with Multiple guests · December 23, 2025
Next Mile Episode 124: What It Takes to Build the Next Generation of Talent with Multiple guests. A conversation about wealth management, fintech, and the future of financial advisory firms.
Hey everybody, welcome back to another episode of Next Mile. I'm your host Kyle Vampelt and today we have our Christmas compilation episode for 2025. We wanted to share with you a special episode where we take insights from multiple of our previous guests and we compile their insights around one single topic. A topic that comes up consistently in my conversations on Next Mile are how firms identify, attract, develop, and retain the next generation of talent.
This process starts with identifying the traits in the next generation of talent that align with your firm's culture and will position them to succeed. If you are an established veteran, you can use the next segment from Daniel Spurgeon, managing partner from Commonwealth Financial Services, and I'm sure it's going to resonate with you. Daniel identifies the mindset and actions that led to his success early in his career that will likely remind you of your own journey. This is also a great clip to share with somebody preparing to enter our space.
Here's Daniel. >> I have often referred to myself as the lab rat or the hamster because I have there has been a lot of uh trial and error is the best way to put it. They've always been very loyal and taking care of me as far as giving me a track to run on. full transparency at that time we're hund00 million dollars and there's six of us total seven of us total accounting staff and uh there was no training I mean dude I just sat in meetings and listened and tried to learn and be a student of the industry and soak up as much as I possibly could and again I I know I annoyed the heck out of them with the amount of questions I asked but it was different from the the regimented sales process and this is the structures and products that we use and the platform at Jones and it was very much more planning planning centric, planning focused, and how do you lead how do you lead someone in a conversation as far as finding out through open-ended questions?
How do you talk to people? How do you empathize with people? How do you learn how to help them versus push a product? And uh I think that was incredibly instrumental in future success.
>> And so you're the the lab rat, you're the guinea pig, you sit in a bunch of meetings, you absorb all of this, and then what? You kind of start building your own book cuz you know over the course of time you now you end up your managing partner, you're doing a bunch, you're moving and shaking over there. So give us, you know, the a bridged version of what happens from I'm sitting in a meeting having no idea what's going on to now managing partner. Something must have took along the lines there.
>> A lot of hard work, a lot of luck, a lot of good timing. I mean, again, I think luck favors the prepared and and I think Todd, one of my business partners, would always say that no honest, intelligent effort goes unrewarded. So I would say it was two years in. Uh first year was I was so green behind the years.
I, you know, was just truly trying to keep my head above water. I was paid a base salary with a commission payout based on, you know, eat what you kill to a point. So, I would say in my second year, I started getting a little bit more confidence and working with some of their smaller CND clients and being able to talk to folks. We actually had a very very large at one point was the largest DuPont plant in the world about 15 20 minutes from our office.
It was in Washington, West Virginia, right outside of Parkersburg, West Virginia. and they had one of their first of four spin-offs where they actually divested a couple of their service lines. So, all of those guys had access to move their 401ks because they, you know, they didn't change their job, but they did change companies. And, uh, my dad worked at DuPont for 34 years.
So, I will always always give credit to my business partners gave me a track to run on and help train me. And we all stand on someone else's shoulders. There's very few people in this world that have built something completely on their own. So, I definitely was able to get my foot in the door at the plant a little bit through some relationships through my dad.
And again, what I didn't know, I was more than happy to tell someone I don't know, but there's a lot of experience around me. Let's have one of them sit in the meeting. I know I'm I used to joke and say, I'm probably your kid's age or your grandkids age. So, yeah, I within the first couple of years, I was able to start meeting with clients.
And then over you know the last really the first four years was learning a lot pretty slow but I would say you know roughly year four through now year 10 I've been able to to you know personally bring in roughly 200 220 million and we've grown in the last seven years from about 125 million to about 800 million as a firm. It's been a lot of organic marketing a lot of hard work. >> Congratulations. That's great.
I want to double click on one more thing and then we can move on. But, you know, I heard somebody say one time that especially in this business, you know, you have 5 years experience when you have 5 years experience, right? Like, you can't come in and fake it. You can't come in and know the answers to things.
And I love how how you said you were not shy to say you don't know. But I think there's a lot of people who could be listening to this. Then there's a lot of people out there who might be in a place where they really want to be a financial adviser, but they are young. And there is that sort of challenge that is hard to get around of you're going to look at somebody who spent their entire life saving up a bunch of money, squirreling it away, being diligent, and it's really tough for them to look at, you know, a 20-some year old across the table and trust that, you know, that person's going to take care of them.
So, but it sounds like you were able to put together a plan or something and and some of it did sound like you have partners who had been there and you could rely on that. But what would you say to the person who's like, I really want to be an adviser. I really want to do this. I'm really passionate about this, but it's hard to get people to kind of trust you with their life savings.
You understandably, because they don't have that 5, seven, 10 years experience yet, >> right? Absolutely. So, my biggest driver, I just had an insatiable desire to learn. >> And I would uh absolutely, you know, there was times things would come up that I didn't know or I wasn't sure on.
I'm just a very direct person for better or worse at times. So, I would often say like, "Hey, let's let's address the elephant in the room. I know I'm young. M >> all right let's I don't make any excuses for it and I may not know everything but what I don't know I will find the right answer for and if it's something that I can find you know down the hall from one of my partners I'm more than happy to do if not I will go to a resource and get you the answer I think if you're open and honest with people uh and vulnerable which is hard to do clients they're good people they want to help you too if you're willing to almost ask for help if you will and show them that you're just a human being that's trying to make it and you don't know everything but you do have access to everything if you're willing to look it up they're willing will give you the time of the day and don't BS them because I I did have people ask me questions that I knew they knew the answer to and they were wanting to see what I would say.
Engineers were specifically good at that. I would say the biggest thing you can do as a young person or just a new person into this industry is own the fact that you don't have experience but make up for it in knowledge base. If you become a student of the industry and you do truly know as much as you possibly can. I prided myself on not necessarily being the highest IQ in the room but the hardest worker and know the most.
And I would tell people there may be guys in the industry that have more years on me, but they're probably not smarter and they're definitely not going to work harder. So that's, you know, possibly comes across as a little arrogant, but I had to have a little bit of a chip on my shoulder to to make it and putting in the work and making sure you can control the factors that you can control, which is work, you know, effort, work ethic, and knowledge. >> Thank you, Daniel, for candidly sharing your experience and what you credit for your early success in the industry. Luck surely does favor the prepared.
For all the challenges in our space, it is rewarding. Next up, we're going to hear from Kristen Ozacowski, the COO of the Mather Group, where she shares what the next generation finds attractive about the wealth management industry as a career choice. She also shares how their internship program has become a pipeline for exceptional talent. Here is Kristen.
So I think the wealth management is a unique industry in that we're truly helping people. Not everybody can say that about the careers that they pursue. So I think that's special. We're working with clients to help them navigate their financial journeys, achieve their financial goals and dreams, feel more financially independent, secure, make better financial decisions.
And so I think those are all very high value good things. And you people can feel good about going into an industry where they're truly truly helping people. And I don't think you can ever replace the human element. So I don't think that AI and technology and automation and all these things that are becoming the forefront of every industry like you just can't replace that human touch and that talking to an actual human being to work through some of those challenges.
I agree. And I think too, if I would add, especially for some of the work that you've done, I think there's this perception, especially with a lot of the the news that's coming out and everything, oh, fee compression wasn't necessarily real, but ser, you know, service increase or expansion is a real thing. So, they expect more for less and all of that. And I think if I'm a kid in college or somebody who's thinking about doing this, what I'm seeing is they're trying to decrease what I can make and increase what I have to do from a work perspective or all of that.
And I think one of the trends we're going to continue to see is I see firms like the Mather Group and and others who are really trying to create these incredibly robust home office service organizations where advisers can just be quarterbacks of the relationship with clients. And if you're somebody who's great at managing the emotional side of things, the psychological side of things, the relational side of things, there are engines that will be behind you to kind of deliver that service expansion if you can be great with clients and you can really care about helping them >> completely. I think yes there is a place and a time for all the AI and automation and to support that relationship and to kind of take off maybe some of the administrative back office tasks from adviserss to allow them more time to provide that high value advice and spend more time with their clients. So yes >> absolutely and I think one thing about that too of getting people into the industry is TMG you guys have developed a really robust internship program.
>> Yeah. So, what does that look like if I'm somebody who's kind of toying with the idea of coming in? Okay, I just heard Kyle and Kristen talk about, wait, this is changing. Maybe it's going to be great.
Maybe I want to go check it out. I want to be an intern at TMG. What is that look like? >> It's actually pretty incredible.
So, this has been going on for many years since the inception of TMG. But we bring on every year, every summer, we bring on between 15 and 30 college junior or seniors. They join us for like roughly 8 to 10 weeks, and they do all sorts of things. They help us support our business development efforts.
They have an opportunity to interact with um and learn from many of our functional leaders. So we do, you know, lectures and and things like that on different wealth management topics. They learn about planning, investments, estate planning, trading, operations, data engineering. Uh and they get to spend time actually shadowing our wealth adviserss and our business development team.
They also they work on building financial plans. they have sort of a summer project that they work on as well and then they might actually help with other firmwide initiatives that are sort of shorter scale focus for the firm and for us it's it's been a an unbelievable pipeline for talent. So one of our wealth management regional leaders came from the internship program. >> Wow.
>> Our head of inside sales came from the internship program. Our head of salesforce team came from the internship program. So you're talking not just wealth management or business development or inside sales like we've we've been able to grow and hire organic talent from the inside and it's been just an unbelievable pipeline for us and one thing that we offer is one individual as part of the summer internship gets a will be awarded the Steuart Mather scholarship and that is for an individual that demonstrates integrity, humility, compassion, fairness some of the key characteristics of Stuart Mather. So, that's a really awesome thing that we offer to one of the students that comes from the the summer internship program.
>> That's incredible. Um, I want to double click just really quick and then uh you brought up Stuart, so I'd like to talk about that as well. I think there's a lot of firms that set up internship programs and I think they set them up with the best of intentions and I think some firms even have success with internship programs. But it sounds like somebody engineered this one to really not just be successful for teaching kids about the industry but you know for you to really develop talent through it.
So, I mean, is it just a level of intentionality that makes this successful or is it the, you know, the program itself, you know, the way the kids go through the rotation or I mean, what do you attribute to this actually working? Cuz I've talked to tons of people who get lots of interns, but it sort of just maybe doesn't stick the same way or, you know, whatever else. So, I'm I mean, I I don't necessarily want you to give away all the secret sauce, but I mean, I am curious about how it's working as well as it is. I think a lot of it is intentionality and we put a lot of time and thought into building this internship program and making sure it's a it's a big value ad both for the people that are participating in it as well as TMG.
Uh you know these rotations they get to learn so much about the industry in a short period of time. We obviously get to um tap into some of their experience and potential and get them involved in different projects and things we've got going on, but they really get a well-rounded experience over the summer. They get to meet tons of team members across the firm, get exposure to all sorts of different wealth management topics. And again, we kind of recalibrate and review that internship program every year to see what we can do to improve it, make it better, ensure we're getting the right talent in the door.
And a lot of those people, I think typically we offer six to eight full-time offers from that internship program. And so they join our inside sales team and they help support our business development efforts. And then from there, there's lots of career path that they could follow. So >> that's so cool.
Congrats to you guys honestly because I I do think that that is a really big step in the path of us getting more talent coming into the space, learning what it looks like to be an adviser on a day-to-day basis. And um I think a lot of people have the best of intentions, but it's uh I guess I didn't know that about how successful you've been. So I'm pretty blown away and I think that's cool. >> Yeah.
And and one thing too, like when when they come in and they're sort of cold calling and calling prospective clients on our behalf, like that is grit. And so then you get sort of exposed to the grit we like to call of TMG and being part of the growth engine. Thank you, Kristen, for sharing the value of being intentional with developing the next generation and exposing them to multiple parts of the business through your internship program. >> This podcast is brought to you by Turncast.
We make gamechanging content for fintech and financial services companies. Learn more at turncast. com. >> Hey, NextM listeners, Jessica here from Milemarker.
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If you are ready to stop being held back by your data and start using it to fuel your growth, I'd love to have a conversation with you. We're offering Next Mile listeners a complimentary consultation to explore exactly how we can help you transform your advisory practice. Don't let outdated processes keep you from reaching that next mile in your firm's growth. Visit mileilemarker.
co and mention the Next Mile podcast and I'll personally make sure to get the insights you need to take control of your data and scale your practice. because your time should be spent building your business, not buried in spreadsheets. >> Eric Kitner, CEO and chairman of the board at Manetta Group, echoes much of what Kristen shared. Eric also adds context around the value of being in person for young adviserss and really anybody just starting out in their career.
The proximity from being in office gives professionals early in their careers the opportunity of offsc development. Eric also gives insights on how an executive thinks about bringing on established talent compared to homegrown talent. Here's Eric. It's the balance of having that flexibility yet acknowledging that yeah that development is I won't say off hours but it is a lot of times not the scheduled curriculum.
It's just that time between. So yeah, again I think from a developing nextgen talent being around it, we really for the most part suggest for an extended period of time when you start you're in the office to develop that initial skill set or base. And let's be honest, not everyone's good working from home. I personally do not love to wake up walk from my bedroom to my home office and spend the day and and kind of exit that.
I need that little bit of separation for me. And so I'm candidly way more productive for the most part when I'm in the office. And I don't think I'm alone in that setting. I also think from a leadership perspective and you've seen some of the large companies and even some of the tech companies that are traditionally a little more open to these kinds of things pushing people back to the to the office.
I've joked there will be a McKenzie study that doesn't need to be done that will that will highlight productivity or performance and there will be a correlation to people spending time together more often than not whether that's in a in an office in a traditional sense or just being together I think it will play out that productivity and performance is driven by that connection. >> Yeah, well said. I I actually really like your point about the kind of off schedule or off-curricular interactions versus the on, you know, because we can all show up and our calendar can be full of a bunch of productive stuff. You know, client meetings, prospect meetings, all of these productive things that are happening during the day and that's great and you show up and you run all of those things, but it a lot of times it is those interactions between or it's those moments where you get developed and you get to learn and you get to to have those opportunities.
So, that's a really good call out. I think that's insightful. >> Yeah. I mean, there's a there's the the comment, "My son's a a hockey guy.
He's kind of chasing his hockey dream. He'd ultimately love to play D1 hockey. " And he's living on the East Coast. And there's the the book.
Oh, I can't think of the title. It'll come to me, but it talks about 10,000 hours and being an expert. And it talks about the NHL. And if you look at the NHL, most of the birth months were January, February, March for a lot of NHL players more consistently than the back half of the year for their the calendar.
And the reality is as young individuals, they tended to be better because the January birth date versus December when you're six or seven is a big difference, right, from a skill set development. coaching would naturally steer to the better players so they get more and that would go kind of correlate through their career. So when you get to the NHL there was a lot of early birth month players in the NHL relative to the back end. I think that's changed a little bit if you look at the NHL today.
That said it's a little bit like those who are in the office. It's easier to develop frankly they may get more attention. Right? So when I walk out of my office and there's a group of people here and you're going to have that interaction, it's easier to develop and have those conversations where if you're not sitting here on a consistent basis, they may not happen.
I think you'll see that development track change. >> Yeah, that's a great point. By the way, a point from one of my favorite books that's outliers by Malcolm Gladwell. >> Yeah.
Couldn't Yeah. Couldn't think. Sorry. >> No, no, all good.
All good. But it's a terrific point and I love the correlation back to hey the coaching the inperson the development that happens there. It's those little micro interactions rather than did you show up to practice and take a hundred shots on net or something like yeah both people are doing that. What gives you the edge?
It's those micro moments. It's the little bit of extra. It's you know those types of things. And I think that's that's really really insightful.
>> Yeah. I mean you can just observe when we do our our in-person we do partner collaboration sessions training sessions across all avenues of the firm and when you do that in person and it ends you can just see the interaction that's happening post meeting that's all because they're sitting there together right does that happen on zoom or teams no so I love to watch that interaction those communications and we know it leads to productive things >> yeah I love it all right we've talked a lot about devel developing talent. I want to ask you about another big thing that I actually don't think comes up enough because a lot of people are talking about nextgen. How do we develop the nextg?
But I feel like there's an opportunity a lot of times between do we bring on established talent, right? Talent that's already been developed because we really have a need for that versus getting somebody and trying to develop them. And the seat you're in, how do you make that distinction? How do you look at something and go, "Ah, we really need to go get someone who's already done it, who's seen the movie before, right?
and that we can rely on from day one versus no, it's okay to bring this person in and bring them along and develop them the Manetta way. >> Yeah, it's a great question. I think the reality is we really focus on both and instead of focusing only on the unicorn of, you know, wellestablished, they can walk in called a plugandplay advisor, operations, whatever the case may be, we recruit that, right, and find it. But the other avenue is to develop homegrown at the same time, right?
So, you have to do both. It's a little bit like growth in general. You can't focus just on organic and you can't focus just on M&A. You do both at the same time.
I think that's the the path of of Manetta. There are times where that established individual is needed. There are times where that talent is looking for a new role. So there's a a good match.
Meanwhile, you know, we have an internship program. We hire new recent college graduates and really grow them internally as well. I think both are important. There's challenges to both.
The assumption that I go hire an adviser, I plug them in and the next day they're operating uh full speed is false, right? Culture is different for the firms technology solutions and then frankly client relationship. I can't expedite my transition of trust to that advisor any faster whether they come from the outside world or whether they're homegrown. Right?
So, at the end of the day, there's a natural period of time where that relationship with the client has to develop. So, if I bring in a 15-year senior advisor and inject them or her into the relationship, they still don't know the client. The client still doesn't have the trusting confidence that they have in me or the another adviser they've been working with for for 15 years. So there's a natural period of time to transition that relationship or ensure that that individual is accreative to the relationship by the client reaching out and asking for advice.
I always say I don't make an advisor. A title doesn't matter. When a client calls you and asks you a challenging question, that's when you know they're adi you're their advisor, right? The title on your business card is what it is.
Ultimately, this is a a very personal relationship with a successful family or a client. When they reach out to you, that's when you are their advisor. Thank you, Eric, for sharing how some development occurs off schedule for young talent. Also, for giving some insights into how to think about building a team with established or homegrown talent and what role the client plays in them.
Next up, Matt Matrian, president of Signature Estate and Investment Advisors. He's going to share the benefits of having multiple paths for talent and how to consistently look for talent. Matt also shares how technology can be used to make your talented advisors successful. Here's Matt.
>> Honestly, I think one of the biggest things in our industry right now is the race for talent. to be able to identify G2 and G3 advisors that are hungry. They're willing to get engaged, dig in, are focused on growing their individual businesses, delivering value to end clients, and doing it the right way. For us, we are always hiring.
If you go to our website, we always have career opportunities across the United States that we're trying to fill places within our organization. I think for most firms, it's really important to be able to have a career ladder, career trajectory that they have in place to be able to bring in young talent, to be able to give them exposure to the industry, exposure to the firm, and then to put them on whatever path they feel comfortable. I know at SEIA, we have what we call a client service advisor, a CSA. So, we bring them into that role.
They kind of understand the operational backbone of the individual supporting the individual adviser and firm. How do I process paperwork? How do I get new accounts open? How do I do distribution?
All of that stuff. And then from there, they can progress and get licensed to be able to become an associate adviser. And then they go up the career path and ultimately be able to be a partner. That's one path.
Another path could be you come in as part of our proposal team or part of our investment team. And that's another path. Again, you could still lead into being an adviser if that's ultimately where you want to go, but you're getting a different flavor. If you're coming into our investment team, maybe you're coming in as an analyst and you're getting a real feel for how to construct portfolios in a meaningful way, drive asset allocation, drive alpha where appropriate, and then you can then continue to get licensed and then become a financial adviser and plug into one of our advisors team.
We are in the fortunate position because we are growing rapidly that we can effectively push down clients, mass affluent clients, mass market clients to new advisors coming in, give them a kind of a sample advisor B or client base to be able to then support them that they can then cultivate continue to grow that as well. I think it's being deliberate about what your strategy is. Being able to identify what the career progression is for that individual. Have a career ladder in place and put certain kind of markers in place for them to achieve and benchmarks to achieve to be able to grow into that role.
And the other thing that I would say is always be recruiting. If you don't have an internship program at your individual practice, I would encourage you explore an internship program. Reach out to your local universities. Bring in young talent.
Quite honestly, the talent is good and it's relatively inexpensive. Cycle through interns. Have an ongoing annual internship program. Don't just have a one-time per summer.
And then as you're going through those interns, identify who's going to be the best fit for your organization and then offer them a role and plug them in as you continue to grow. Last thing I'll say about it is don't delay hiring. I find a lot of firms wait until they are way underwater from a capacity perspective and then they go on and hire the next person. Hire in advance of the need and you'll be much better off.
>> That's so good. I love it. I love it. All right.
I run a technology company. I'd be remiss if I didn't ask you about technology a little bit as you're growing the firm. So, everybody has tech, right? I think every firm in the industry has a tech stack.
And then the Michael Kits tech map is just exploding upon exploding. It seems like it's going exponential at this point. You sitting in the chair you're in right now. I don't think anybody in your seat says, "Ah, technology is not important.
Forget it. Just do the yellow legal pad and build the relationships and it's fine. " Everybody's trying to invest. But when you look at all of the options that are out there, it is it can almost be overwhelming.
So, how are you strategically thinking about where to put the investment in tech so that you get the most bang for your buck? >> It's a great question and for us it's two areas and one area I would say is thinking about and we touched on a little bit earlier is what is that advisor's interaction dayto-day technology stack they're plugging into and trying to remove or reduce the swivel share as much as possible. What we're trying to do is deliver as much value to that advisor's desktop where they can look at things like share of wallet opportunities by leveraging AI capabilities that are in the marketplace. They can interact with their clients in a scalable way.
They can send out mass communications to clients and stay in front of clients and set them up on a kind of drip or a cultivating campaign. Give them intelligence very immediately. So, one of the things that is on my to-do list, if you will, is thinking about implementing AI noteakers across our organization. Some of our adviserss are using that today, but we want to be able to implement that across our organization and make sure that's available.
The other thing is that I want to be able to have a centralized data lake for our entire firm. We have one today, but I think it needs to be optimized and have a data lake where an adviser then could have an AI overlay on that data lake and as they are meeting with clients or have client needs, they can go directly in in use an LL large language model and be able to say tell me what's happened in my client's portfolio since I last met with them. And boom, a script pops up and says here are the key things that's happened in their client accounts. Here's what happened in their portfolios.
Here's what their current measure of success is in their financial plan. Here's how macro markets, micro markets have impacted their underlying investments and basically give them immediate data and information to be able to engage with that client in a thoughtful way. So streamlining their engagement process is super important. And for me, technology, I'm a kind of an AI geek.
I some of the podcasts that I listen to are all around AI. And I want us to be well positioned for whatever the future comes as it relates to AI. And right now, I think there's a lot of work for us to be able to get in a position where I feel comfortable that we are well positioned to be able to take advantage of some of the new technology and advancements that are coming down the pipeline. >> Thank you, Matt, for sharing the importance of a multitude of career paths.
And thank you to all of our guests for being so generous with your insights and your time on how to identify, attract, develop, and retain the next generation of talent. Thank you for tuning in to this special episode. And thank you again to our amazing guests for their insights, Daniel Spurgeon, Kristen Ozakowski, Eric Kitner, and Matt Matrion. If you're ready to take ownership of your data or even learn what your team could do with all of your data centralized into one place and how you can deploy AI across all of that, reach out to us at connectmarker.
co or you can go directly to our website milemarker. co. It's been another episode of Next Mile. Thanks so much for tuning in.
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