I'm Matt Curran, founder and Managing Partner at GRN Shoreline. I built this boutique recruiting and consulting firm specifically for elite wealth management advisors who are ready to take control of their careers.

For 25 years, I've lived inside this industry—first leading teams at Wells Fargo Wealth Management, now guiding HNW and UHNW advisors through the most critical decisions of their careers. I don't just connect advisors with opportunities. I help them architect their ideal practice, whether that means going independent, launching an RIA, building a multi-family office, or exploring models most people don't even know exist.

Here's what I've learned: The wealth management landscape is undergoing a seismic shift. The data tells a clear story:

- Independent RIAs are growing AUM at 16.6% vs. 5-8% at traditional firms
- Revenue growth hits 17.6% for independents vs. low single digits elsewhere
- Client acquisition outpaces wirehouses by 2x

But numbers don't capture the full picture. I've watched advisors triple their take-home, reclaim their time, and finally build practices aligned with how they actually want to serve clients.

My background gives me an edge you won't find elsewhere:

At Wells Fargo Wealth Management, I ran sales and distribution across the entire Northeast—overseeing annual results, business strategy, advisor coaching, and UHNW hiring. Before that, I led insurance sales across 31 states with a 25-person team of specialists serving 2,500 advisors.

I left that world because I saw the gap: successful advisors exploring independence needed someone who'd been in the trenches, understood the institutional side, and could translate that into actionable strategy.

What you get when you work with me:

I focus exclusively on private wealth management transitions. No generalist recruiting. No surface-level advice. I bring deep industry knowledge, honest coaching on business models and mindset, and a due-diligence process that removes the guesswork from career-defining decisions.

If you're a top-performing advisor questioning whether there's a better way to practice, let's talk.

Learn more: WealthManagementExperience.com
Subscribe to my newsletter: https://thewmx.substack.com

10 Leadership Truths You Only Learn After 25 Years in the Trenches
The longer you lead, the more you realise the real lessons aren’t in the manuals.

They come from mistakes, misreads, and the moments no one sees.

Here are the truths that only show up with time:

Your team reflects your behavior, not your intentions.
↳ People take their cues from what you do, not what you want to do or should do.

Most performance issues start as clarity issues.
↳ When expectations aren’t crystal clear, everything else becomes a guess.

You can’t coach people you haven’t taken the time to understand.
↳ Assumptions ruin relationships faster than conflict does.

The culture grows from what you tolerate, and becomes the standard everyone follows.
↳ One exception today becomes the rule tomorrow.

Informal leaders influence more than your org chart ever will.  Peers coaching peers.
↳ These influencers shape the floor more than the managers.

Meetings don’t fix misalignment.  Honest listening and conversations do.
↳ If people leave unclear, you didn’t lead… you presented.

Incentives drive behavior.
↳ Misaligned compensation creates misaligned outcomes.

A single unchecked ego can undo months of progress.
↳ Talent is worthless if that person erodes culture and trust.

You can’t scale without systems - and great people.
↳ Protect the human work. Systemize everything else.

Your best people need challenges and recognition.
↳ When they get bored, they get quiet… then they get offers.

Lead long enough and you learn this:
↳ You’re not just building a team
↳ You’re building the people who build the team
↳ You’re building a team people want to be a part of.

Save this — it will hit differently depending on the season you’re in.

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Supporting UHNW-Focused Private Wealth Advisors + Teams progress to multi-family offices, supported independence, or a new brokerage firm | ex-Wells Fargo Managing Director

If I had to compress 25 years of building wealth management teams into 60 seconds, here’s the truth that actually matters.

A decade in the trenches teaches you what textbooks can’t.

Here’s what sticks:

A-players don’t want to be managed - they want to be aligned.
 ↳ Vision, autonomy, and trust matter more than oversight.

The best teams don’t chase growth - they attract it.
 ↳ Culture is the magnet. Clients and advisors feel it before they can name it.

Advisors don’t burn out from hard work - they burn out from misalignment.
 ↳ Misaligned compensation, strategy, or leadership will drain even the most driven.

Mediocre teams obsess over control. Great teams obsess over clarity.
 ↳ Everyone knowing why beats everyone doing what.

You don’t scale by adding people - you scale by refining process.
 ↳ What’s repeatable scales. Chaos multiplied is still chaos.

Your value as a leader isn’t answers - it’s quality questions.
 ↳ Questions shape thinking. Thinking shapes outcomes.

Talent follows momentum.
 ↳ The best people want to join a moving train, not help push a stalled one.

Trust compounds - and decays.
 ↳ Every interaction either builds or erodes it. There’s no neutral.

Annual offsites don’t build culture - everyday behavior does.
 ↳ Culture is caught, not taught.

Elite teams are built, not hired.
 ↳ The magic is in how you coach, challenge, and develop the people you already have.

If you’ve led a team, you’ll feel these.

Message to self:
Most founders don’t fail from lack of action - they fail from misdirected action.

Stop Overthinking. Start Moving Forward.

This is the internal decision most entrepreneurs make right before the big step that changes everything.

Speaking from experience, I was busy everywhere, but effective nowhere.

After 25 years coaching founders and operators, these 8 simple visuals consistently change behavior.

They’re simple, but they change perspective.

Here’s how they work and how I use them daily:

1️⃣ Consistency > perfection
 ↳ The win is in showing up daily.
 ↳ Growth is steady effort, not flawless execution.

2️⃣ Where your attention goes, your energy flows
 ↳ Audit your focus as a habit.
 ↳ Ask: Am I moving the needle? Or just getting distracted?
 ↳ (It took me years to realise that by spreading myself thin, I drowned out what mattered most.)

3️⃣ Break it down, win the day
 ↳ Complex goals shrink when broken into bite-sized steps.
 ↳ Clarity > overwhelm.

4️⃣ Less is more
 ↳ Multitasking ≠ productivity.
 ↳ Prioritize 3 things that truly matter.

5️⃣ Action compounds
 ↳ Imperfect starts build momentum.
 ↳ Momentum compounds into exponential results.

6️⃣ The first step is the hardest
 ↳ Courage lives in starting.
 ↳ Once you move, the fog clears.

7️⃣ Don’t mistake motion for progress
 ↳ Activity doesn’t equal achievement.
 ↳ Focus on what actually moves you forward.

8️⃣ Action kills fear
 ↳ Fear thrives in inaction.
 ↳ Take one small step forward, even if it’s messy.
 ↳ Small steps create clarity. Clarity creates momentum.

Swipe through the visuals.  Each one shifts you from motion to progress.

When I applied #2 (attention drives energy), my work shifted from scattered motion to intentional results.

 👉 Each one hits different but #2 changed everything for me.

Save this to revisit when you feel stuck.

Follow Matthew Curran for practical founder frameworks that cut noise, create clarity, and build momentum.
(Image credit: @visualsbymelody on IG)

visuals

I used to wait for the perfect start. That delay cost me years.

I now realize that perfectionism - or convincing myself that waiting for the perfect time - is just procrastination wearing a nice suit.

The same principle is true with compounding.  Let it do its magic.  Get out of the way and don’t interrupt it.

The magic isn't in starting big. Or in taking on a huge project all at once.

It's in starting.  Taking a step toward the vision.  Then be patient as you build.
One step leads to another - and momentum builds and snowballs.  

If only I learned in my 20s to start, be patient, and keep going.  Don’t put it off.  Don’t shift course because of a “bad” week.  Don’t  expect “perfect” or bust.

If you’ve waited for the ‘perfect time’ only to find that hindsight shows you that it was the ‘perfect time’, you know the feeling.

Start messy. Stay patient. Momentum will take care of the rest.

If you’ve ever delayed something waiting for perfection…

This one’s your sign to start.

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Corporate truth no one says out loud: your distance from revenue determines your job security.

I’ve been thinking about this topic for a while: What advice would I give to someone entering this industry?

When the cost-cutting starts - and it does - the easiest jobs to cut are the ones with the least amount of client connection and P & L ownership. 

Next are the ones who are not highly effective within their span of control. 

That might sound harsh but it’s true. I’ve seen it firsthand. 

Many times. 

Especially when goals are falling short and profit numbers need to be hit. 

After 25+ years in leadership at some of the largest financial firms in America, I’ve watched, and been part of, countless “restructuring” and “cost-cutting” cycles.

And there’s one pattern that’s impossible to ignore.

The greater the distance between you and the revenue, and the less effective you are, the more expendable you become.

The harsh reality? 

When budgets tighten, executives draw a direct line from every role to revenue impact. 

Then they look at effectiveness. 

Some firms cut jobs to reduce costs, to meet profit goals, to reduce overlapping jobs, and more. 


👉 Now here’s the part no one wants to admit - but every executive knows is true:

The people furthest from clients often contribute to the long-term value of the company.

Yet they’re the first to go.

Here’s the pattern almost nobody talks about - but everyone feels during a restructuring.

This vicious cycle: 

Companies cut the very roles that build a sustainable competitive advantage then wonder why they struggle with retention, innovation, and culture.  
↳ Cutting too deep is all too common. 

Even more glaring: 
Two or three rounds of cuts really strip a unit and puts more on the shoulders of the survivors 
↳ More work.  
↳ More stress.  
↳ Same pay.

My advice after watching this cycle repeat for decades:

💡 Find ways to directly impact client outcomes. 
↳ Track metrics that tie to revenue. Share them with your boss during your review.  
↳ Build relationships with client-facing teams. 
↳ Connect the dots between what you do and stakeholder impact

💡 More tips to Stay Off the Cut List:
↳ Volunteer for stretch projects
↳ Get involved in community events
↳ Speak up and be heard at meetings

Make your value undeniable.

If you’re in a position to own your own business or own a P&L, do it. 

The executives making budget decisions often haven’t done your job. 

They see org charts, straight lines and dotted lines, not impact.

The truth is, loyalty doesn’t equal security - revenue connection does.

25+ years in corporate America has taught me that job security is about how clearly you (and others) can connect your work to customer value.

👉 If you want real job security, build a visible, trackable connection to customer value. That’s what survives restructuring.

I share lessons like this every week. 

Follow for more leadership and career strategy insights.

Corporate truth

The Trust Paradox in Wealth Management

I've been thinking about something Warren Buffett once said:
↳ “It takes 20 years to build a reputation and five minutes to ruin it.”

In private wealth management, we see this play out every day.

But there’s a deeper paradox most people never talk about:

The clients who need the most advice are often the ones who trust the wealth management industry least.

Not because of anything we've done - but because of everything they've experienced.

The smooth talkers.

The bull-market geniuses.

The advisors who felt transactional the moment the ink dried.

Over the years, I’ve realized something simple:

The strongest wealth-management relationships aren’t built on performance charts.

They're built on the willingness to have the hard conversation.

The one where you tell a client their expectations aren’t realistic.

The one where you admit you don’t have all the answers.

The one where you prioritise legacy over another sale.

HNW and UHNW families don’t want another portfolio manager.

They want someone who understands that behind every asset allocation is a family story

There are values that matter more than basis points.

As Michael Lewis wrote:
↳ “The simplest thing cannot be made clear to the most intelligent man if he is firmly persuaded that he knows already.”

Sometimes the job isn’t to have all the answers

It’s to ask the questions no one else has been willing to ask.

Trust isn’t built in the easy conversations.

It’s forged in the uncomfortable ones.

Thank you for reading.
##
Considering independence?
Our approach helps you navigate the complexity and find your perfect fit.
##
I post daily about things that matter to financial advisors and wealth management professionals. 

Subscribe to my newsletter for a weekly deep dive into topics that matter to financial advisors.  https://lnkd.in/eUy8wJiK

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The Trust Paradox in Wealth Management

Independence isn’t a leap.
↳ It’s a transfer of power.

The Why Behind Independence:
↳ It’s About Ownership Not Isolation.

If you don’t own the decisions, you don’t own the outcomes.

There’s a persistent myth in wealth management that “going independent” means giving up structure, support, or scale.

But the truth?

Advisors think independence means going solo.
↳ It actually means building equity.

Independence isn’t about being alone.
↳ It’s about being in control.

✅ Control over your client experience.
✅ Control over the technology, partners, and platform that fit your vision.
✅ Control over the equity you build.  It’s your business, not someone else’s.

That’s the difference between renting your career and owning your enterprise.

Here’s what most advisors miss:

Independence isn’t the absence of a firm.
↳ It’s the presence of alignment.

Your incentives match your clients’ best interests.
↳ Your brand reflects your values.
↳ Your business becomes a true extension of your priorities and vision.
↳ Your business becomes an asset on your balance sheet.

You stop asking permission to serve your clients the right way.
↳ You start designing a model that rewards excellence, creativity, and stewardship.

So when advisors tell me, “I’m not sure if I’m ready for independence,” I remind them:

You already are ready if you want more autonomy, equity, and alignment than your current firm will ever allow.

Because independence isn’t the goal.

It’s about ownership, equity, control, and client service.

If you’re weighing independence, read this twice.

If this resonates, share it with the advisor who keeps saying “maybe next year.”

Independence is not a leap

I started a career in sales 26 years ago - Fall of 1999.
I have been studying branding, marketing, and sales ever since.
I have learned a lot.  I have a lot to learn.

I was first trained to think products and features were ‘the sale.’

Simple math, really

Talk about the product + bells n’ whistles + deal with objections = $$$

But that flopped. Fast.  Plus I hated that.  It was me versus the customer to see who would win.

In short, I’ve learned that’s a big miss.

I wanted to succeed in sales - Eager to learn from ‘the masters.’ 
↳ But my managers taught me from a dusty old playbook. 

I read every sales book I could find

I learned the hard way that to win in sales you need to cut through the noise.

With so many options and distractions - getting attention with boring product features doesn’t work.

I had to reinvent my approach from ‘what something IS’
↳ To what something ‘DOES’

People buy outcomes, journeys, feelings, and experiences.

They buy image, perception, value, improved life, reaching goals.

They don’t really care about products, ingredients, or materials for products, ingredients, or materials sake.

They care about what the products, ingredients, or materials do for their feelings, family, health, wealth, image, and lifestyle, 

Here are a few mindset shifts I had to learn on the fly if I was going to make it in sales

Which of these mindsets have you learned the hard way?

Make an Emotional Connection: 
↳ It's about resonating so deeply with your customers that they feel a sense of loyalty.

How to Envision Memorable Experiences: 
↳ It’s about how you make your customers feel.

Care for My Reputation:
↳ It’s what your customers think about you when they hear your name - built over time on credibility, consistency, and excellence.

Build Trust and Keep Promises: 
↳ Deliver on what you say, or your product or service delivers on what you say.

Be Great at Storytelling:
↳ It’s the story that unfolds with every step you take.
↳ It needs to be easy to follow.
↳ The simpler the better lasting impact.

Treat Communication as Art and Science: How you congruently convey your message defines you.
↳ It’s not just what you say, but how you say it that counts.
↳ 93% of a message’s impact comes from tone of voice and body language.
↳ Only 7% of the impact comes from actual words.

Learn About Their Vision: 
↳ The big picture that drives their actions and decisions with enthusiasm.

None of these mindset shifts is about ‘the product or features’.  
↳ They’re everything else. 

Sales isn’t about closing deals — it’s about opening trust.

Agree or disagree?

Let's discuss in the comments! 👇

Follow Matthew Curran for practical sales + brand mindsets that help you open trust - not just close deals.

26 Years in Sales

Most leaders don’t fail because they lack strategy.

They fail because they stop asking the right questions.  

Over 25 years, I’ve been lucky to learn from leaders with exceptionally high EQ.

They didn’t dominate meetings.  They drove curiosity.  

They asked, listened, and made everyone feel heard and involved in the business.

One leader in particular would call me and ask: 
↳ “What do you think about X?”
↳ “How would you deal with Y?”
↳ “Who do you think can help us with “Z”?

And then we’d explore why I thought that way.  I’m not sure if those conversations made an impact in the company, but they certainly made a huge impact on me.

Amazing development.  Those conversations developed me more than any course ever could.

Since then, my advice to any team leader is to:

👉 Be curious
👉 Ask open-ended questions about big things
👉 Listen to what your team thinks and says 

There is no better way to quickly create a team that feels safe, valued, and respected.

Plus they are developing as a leader - and you are too.

If your team feels stuck, start here…

Most leaders don’t fail because they lack strategy.

They fail because they stop asking the right questions.  

Over 25 years, I’ve been lucky to learn from leaders with exceptionally high EQ.

They didn’t dominate meetings.  They drove curiosity.  

They asked, listened, and made everyone feel heard and involved in the business.

One leader in particular would call me and ask: 
↳ “What do you think about X?”
↳ “How would you deal with Y?”
↳ “Who do you think can help us with “Z”?

And then we’d explore why I thought that way.  I’m not sure if those conversations made an impact in the company, but they certainly made a huge impact on me.

Amazing development.  Those conversations developed me more than any course ever could.

Since then, my advice to any team leader is to:

👉 Be curious
👉 Ask open-ended questions about big things
👉 Listen to what your team thinks and says 

There is no better way to quickly create a team that feels safe, valued, and respected.

Plus they are developing as a leader - and you are too.

If your team feels stuck, start here…


5 questions every leader should ask:

 1️⃣ Do we have absolute clarity on what success looks like?
 2️⃣ Are we learning faster than our competition?
 3️⃣ Does everyone know why their work matters?
 4️⃣ Where are we avoiding honest feedback?
 5️⃣ What would break if we grew 10×?

These five unlock the truth behind performance, culture, and growth.

I recommend spacing these out over 5+ weeks / 1 a week.  

Ask them in 1x1 or team meetings.  Encourage all thoughts.  

Put these on top of the agenda - make space for this - don’t get to this as time is running out. 

There are no wrong answers.

The growth of the team will be rapid.

After you’ve asked one of these,

drop the most honest answer you heard in the comments (no names).

👉 Save this post. Revisit it after your next team meeting. Your answers will tell you everything you need to know.

5?s Carousel

Top performers ask excellent questions.
This week I was coaching two financial advisors on their discovery process and one thing stood out immediately:


Most advisors rush to solutions because it feels helpful.
↳ But it actually kills discovery.

Rainmakers do the opposite.

They slow down.

They build empathy.

They listen for context, not confirmation.

And they ask intentional questions that move the conversation forward.

A few that consistently elevate the process:

Start with the agenda:
↳ “What’s the most important item for you today… where would you like to begin?”

Close with alignment:
↳ “Do these next steps feel right to you?”
↳ “Is the timeline fair?”
↳ “Any concerns before we wrap up?”

The right question creates clarity.
↳ The right question uncovers hidden concerns.
↳ The right question builds trust.

Discovery isn’t a checkbox.

It’s the foundation of every durable client relationship.

Thank you for reading.

👇 Subscribe for weekly insights for financial advisors and wealth management professionals.
https://lnkd.in/eUy8wJiK

26 ?s

The $500mm teams that transition cleanly all make one shift 12–18 months before they move.

They stop asking:

“Should I go independent?”

And start asking:

“How would I architect this if I did?”

That single change - from theoretical to operational - rewires everything.

Because once you map the business, the legal, the economics, the custody, the tech, the compliance, the staffing, the client flows…
you stop guessing and start seeing.

And once you see how the pieces actually fit together, you can’t unsee it.

Here’s the truth I see across every transition:

Advisors who struggle?

They make emotional decisions on incomplete information.

Advisors who thrive?

They make strategic decisions on complete models.

One path is noise.

The other is clarity.

If you want a transition to feel inevitable instead of stressful, start thinking operationally long before you need to.

##
I post daily about things that matter to financial advisors and wealth management professionals. 

Subscribe to my newsletter for a weekly deep dive into topics that matter to financial advisors.  https://lnkd.in/eUy8wJiK

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$500mm teams

“I never have time” is code for “I haven’t made it matter yet.”
When Sheryl Sandberg said, 

“If you want to do great things, you need to prioritize" 
↳ she was speaking to every entrepreneur out there.

Especially those of us starting from the ground up.

The early stages of building a business are a whirlwind - 
↳ chaotic
↳ messy
↳ incredibly thrilling.

You find yourself wearing multiple hats: 

CEO

Marketer

Admin

event planner

HR

customer support

This reality resonates with entrepreneurs and with those in sales and remote work.

So, why do some seem to handle everything seamlessly while others experience burnout?

The truth is - they don’t do it all. 

They master the art of calendaring.

If it’s not on the calendar, it simply won’t get done.

High-performing entrepreneurs have a simple rule: If it’s a priority, it goes on the calendar.

They treat their calendar as a scoreboard, showcasing what they truly value.

💡 Need dedicated time for strategy? 

Block it off like you would for a client meeting.

💡 Want to shield your creative energy? 

Time-block it, and fiercely protect it.

Discipline is key. 

If you blocked it - stick to it

Your future-self will thank you for investing this time.

Don’t wait around for free time to appear. 

Make the space. 

Prioritize what truly matters.

Your calendar is your mirror - it reflects your business and your priorities.

How top performing leaders think about feedback
A leader’s effectiveness is measured by one thing: the quality of their feedback.

Delivering feedback at a high level starts with intent of developing the other person, not proving a point or catching them off guard.

Feedback can flow in every direction: peer-to-peer, manager-to-report, report-to-manager.
↳ Here, we’re focusing on manager-to-report, because that dynamic shapes culture faster than anything else.

Art & Science
Great feedback is a balance of style, process, timing, and sequence.
↳ The balance shifts by situation and personality but the balance must be there if you want impact.

Communication Style
Too informal? It can feel like you didn’t prepare or don’t care.
↳ Too rigid? It feels robotic, disconnected, and easy to dismiss.
The sweet spot sits right in the middle - intentional, clear, human.

Frequency + Timing
Effective feedback isn’t an event. It’s a continuum.
It happens in the moment, in your 1x1s, and throughout the natural rhythm of working together.
↳ And one note: keep your 1x1s. If you cancel, reschedule.
↳ Nothing chips away at trust faster than someone feeling unimportant.

Conversation Methodology
Curiosity first.
↳ Questions create space for reflection, ownership, and self-discovery.
↳ They’re less jarring and far more developmental.
Clarity second.
Some moments require direct statements like clear expectations, clear standards, clear responsibilities.
↳ No rambling. No ambiguity. Just the “what” and the “why.”

Bonus Principles

No “Gotcha!”
↳ Feedback should never feel like a trap or a blindside.

Actionable next steps.
↳ Development requires direction. What shifts? What changes? What does “better” look like?

Follow-up.
↳ Keep the thread alive. Feedback compounds when each conversation connects to the last.

Final Thoughts
Feedback is a reflection of your leadership style.
↳ Great leaders use it consistently, intentionally, and with genuine care.
↳ Mediocre managers avoid it or deliver it poorly.

So put “feedback” on your next 1x1 agenda.
↳ Start with questions.
↳ Create space.
↳ Let the conversation unfold.

Save this and revisit it as you build a culture where feedback is normal, expected, and genuinely developmental.

How top performing leaders think about feedback

The best leadership lessons I’ve learned cost nothing. 
They have the greatest impact on results, development, culture, and growth.

Curiosity. 

Listening. 

Recognition. 

They’re free. 

They’re fast. 

And they create more ROI than any leadership framework in a 200-page book.

Once again, lots of fun recalling stuff with Austin Philbin that happened in the early 1980's.  This week - Walking to School

Chief Operating Officer, OFS Wealth

Matthew Curran delivers a winner this week with the Half-Mile MBA.  This one is definitely worth a read.  Stay tuned for The Backyard Perspectives YouTube Channel...coming soon.

You know that moment on a sales call when you realize you're wasting time on the wrong prospect?

Mine was a big-time, career-defining deal that burned three weeks of energy before I realized… they were leveraging my offer for a better one across the street.

At the same time, I took my eye off the ball.  I stopped doing what was working smoothly and over-spent time on something that flopped.

Double-whammy.

Lost sales and a stagnant pipeline.  

Among other lessons, I learned the 80/20 rule runs the whole game.

80% of your sales results come from 20% of your effort.

I try to isolate those key 20% and do more of that - whatever it is.

Here are 7 ways to apply the 80/20 principle in sales:

1. Narrow down your account targeting.
↳ Focus on the 20% of accounts that will bring 80% of revenue.
↳ Fewer accounts means more focus, and better results.

2. Don't spend too much time on research.
↳ 20% of data points will drive 80% of relevancy.
↳ Focus on recent trigger events with high business impact.

3. Build strong problem statements.
↳ 20% of problems you solve will bring 80% of the impact.
↳ Obsess over describing these problems in triggering detail.

4. Rehearse objection rebuttals.
↳ 20% of objections appear in 80% of your conversations.
↳ Build strong rebuttals for classics, such as "Not interested"

5. Follow a discovery best practice.
↳ 20% of questions will bring 80% of insights you need.
↳ A/B test questions and keep a log of the best ones to reuse.

6. Demo your strongest features.
↳ 20% of features create 80% of customer value.
↳ Start every demo with your #1 differentiator (wow effect).

7. Focus on activities that drive the needle.
↳ 80% of results can be achieved in 20% of your time.
↳ Focus on creating & progressing pipeline. Everything else is noise.

The key to success in sales is focus + taking massive action.

Don't fall victim to distraction & perfectionism.

If you fix #2, you fix your whole pipeline.

♻️ Repost to help a fellow salesperson become more efficient.

80/20

Most advisors think trust drives growth. The top performers know it’s something else entirely.

Most wealth advisors believe their primary job is building trust through relationships. While trust matters, research from The Challenger Sale reveals something counterintuitive: the advisors who teach clients something new about their business significantly outperform those who simply respond to needs.

As Daniel Pink observed, "To sell well is to convince someone else to part with resources—not to deprive that person, but to leave him better off in the end." In wealth management, that means challenging comfortable assumptions about wealth preservation, tax strategy, and legacy planning.

Want more insights like this? Subscribe for advisor-focused breakdowns.

I post daily about things that matter to financial advisors and wealth management professionals. 

Subscribe to my newsletter for a weekly deep dive into topics that matter to financial advisors.  https://lnkd.in/eUy8wJiK

There’s a moment in every advisor’s career when success becomes strangely uncomfortable.  That's when it's time to develop your vision

Here’s something UHNW advisors and clients taught me that the industry hates to admit.

Ask 50 UHNW clients about why they stayed with their advisor through a wirehouse-to-independent transition.

Not one mentions the prior firm's brand.

Not one mentions the prior firm's resources.

Here's what they say:

"I trust Sarah, not just her company." 

or...

"The relationship is with him and the team, not the logo."

and... 

"I don't even remember which firm she was at before this one."

Your clients aren't hiring a wirehouse.

They're hiring you.

The brand you're protecting? 

The brand you're building?

It's yours.

If you want to win and retain great clients, remember, it's about trust in you, less in logos.

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Matthew Curran's Linkedin Analytics

Matthew Curran

Performance ScoreMatthew Curran's LinkedIn Performance

Matthew Curran's Best Posts (last 30 days)

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.css-6ytdur{background-image:linear-gradient(284deg, rgba(39, 43, 72, 1) 0%, rgba(33, 47, 183, 1) 100%);color:transparent;-webkit-background-clip:text;background-clip:text;}Matthew Curran's Linkedin Analytics

Matthew Curran

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Matthew Curran's LinkedIn Performance

Matthew Curran's Best Posts .css-1emoo84{font-size:var(--chakra-fontSizes-md);font-weight:400;color:var(--chakra-colors-gray-600);}(last 30 days)

Ready to grow your LinkedIn presence?

Matthew Curran's Linkedin Analytics

Performance ScoreMatthew Curran's LinkedIn Performance

Matthew Curran's Best Posts (last 30 days)