At some point in an advisor’s career, growth may begin to feel different.
You’re no longer chasing every lead or tracking every basis point. You’ve built something lasting: a loyal client base, a trusted reputation, a practice shaped by years of work. Yet the momentum that once felt natural may start to require more energy. You’re not burned out. You may simply be ready for what’s next.
That’s often the moment when growth demands a second act; not a reinvention, but a shift toward building with more intention, depth and clarity.
The growth paradox
The U.S. wealth management industry is entering a period marked by both expanding opportunity and growing pressure. Demand for advice is expected to rise 34% by 2034, while the advisor workforce is projected to decline, creating a potential shortfall of more than 100,000 professionals1.
For many experienced advisors, that imbalance can bring both promise and constraint. Opportunity is increasing, yet time and capacity remain limited. The squeeze isn’t always because they lack clients, but because time is limited. The average advisor spends less than half their week in client-facing conversations2.
Rethinking what growth means
As the industry shifts and demands evolve, many advisors may find themselves at a point where growth needs to be defined differently.
Growth doesn’t have to mean adding more clients or stretching further. For many advisors, it can become a matter of evolving how they create value. Growth can look like:
- Deepening relationships with clients you already serve
- Broadening your service model with advanced planning, tax or business advisory capabilities
- Developing younger advisors to expand capacity
- Stepping into roles focused on strategy, leadership or mentorship
These shifts don’t require starting over; they often require clearer structure and the right level of support.
Many advisors find that having the right operational and technology support plays an important role in supporting their practices as they grow. The right tools can help reduce friction across planning, reporting and day-to-day workflow, making it easier for teams to work together.
At Mariner, we’re committed to ongoing investment in advisor tools and platform infrastructure, intended to enable collaboration and help advisors maintain focus on client relationships as their practices evolve over time.
McKinsey found that advisors operating within team-based models generate books of business, on average, 20% larger than solo advisors3. Collaboration can help scale what can be difficult to manage alone: capacity, consistency and continuity.
The second act looks different for everyone
There’s no single definition of a second act, but across advisor conversations, three common paths tend to emerge:
1. The builder
Builders scale. They document processes, delegate operations and work with specialists so their time is focused on strategic relationships. Their aim is long-term sustainability.
2. The mentor
Mentors invest in people. They support the development of newer advisors and create continuity through team growth. Their legacy is shaped through others.
3. The strategist
Strategists refine rather than expand. They concentrate on more complex planning needs and focus on work that challenges and engages them most. Their second act is rooted in depth.
The key to each path of growth is being in an environment that supports the direction you want to take.
What many future-ready advisors have in common
While every advisor’s goals differ, certain traits appear frequently among those navigating the next decade effectively:
- They collaborate: they tap into shared expertise instead of working alone.
- They delegate with purpose: they use technology and support systems to help free time for clients.
- They lead with clarity: they define what success looks like for themselves and their teams.
At Mariner, these principles shape our model—offering resources intended to help reduce administrative strain and support advisor growth, without dictating how that growth should look. Advisors choose the path that aligns with their goals while having access to tools and specialists that complement their work.
The takeaway
A second act doesn’t have to mean starting over. It can mean starting differently: approaching your next stage with greater structure, alignment and clarity around the work that matters most.
Sources:
¹ McKinsey & Company, “The Looming Advisor Shortage,” 2025
² Natixis Global Survey of Financial Professionals, 2024
³ McKinsey & Company, “The Firm That Doesn’t Look Like the Rest—By Design,” 2025
The views and opinions expressed reflect Mariner’s perspectives and are provided for informational and educational purposes only. They do not constitute individualized advice, a recommendation, or a guarantee of future results. The information herein reflects general social media and marketing practices and may not be appropriate for all advisors.
Mariner is the marketing name for the financial services businesses of Mariner Wealth Advisors, LLC and its subsidiaries. Investment advisory services are provided through the brands Mariner Wealth, Mariner Independent, Mariner Institutional, Mariner Ultra, and Mariner Workplace, each of which is a business name of the registered investment advisory entities of Mariner. For additional information about each of the registered investment advisory entities of Mariner, including fees and services, please contact Mariner or refer to each entity’s Form ADV Part 2A, which is available on the Investment Adviser Public Disclosure website (www.adviserinfo.sec.gov). Registration of an investment adviser does not imply a certain level of skill or training.
