Scaling with Intention: Prime Capital's Approach to Growth, Data, and AI

Growth stories in wealth management often center on assets under management. But at Prime Capital Financial, scale is only part of the equation. The real story is how that growth is being engineered through intentional infrastructure, disciplined technology strategy, and a clear-eyed view of what AI can (and can't) do.

Since rebranding in 2017, Prime Capital has grown from $3 billion to roughly $40 billion in assets. That kind of expansion doesn't happen by accident. It happens when strategy, culture, and technology move in lockstep.

And increasingly, AI is becoming the connective tissue between them.

Chuck Hayes: Prime Capital has grown from roughly $3 billion to $40 billion in assets in less than a decade. What's been the foundation behind that growth?

Adam Billings: It's been a combination of organic growth, advisor recruitment, and strategic M&A, but all grounded in intentionality. Each acquisition or expansion has been about adding capabilities that improve the experience for advisors and clients.

We've added services like tax advisory and family office capabilities to keep more of that experience in-house. But just as important as what we've added is how we've integrated it.

Chuck Hayes: How does fintech and digital leadership fit within your broader strategy for serving both advisors and clients?

Adam Billings: It's central to everything we do. We view fintech and digital leadership as a core enabler of both advisor success and client outcomes.

One of the most important decisions we made early on was to standardize, structure, and centralize our data across the enterprise, especially as we scaled through acquisitions. That created a foundation that allows us to be more efficient operationally and more effective in how we serve clients.

Andy Merchant: From the advisor perspective, that foundation shows up in how seamless the experience is. We're able to spend more time with clients and less time dealing with fragmented systems or manual processes.

The technology is there to support the relationship, not get in the way of it.

Chuck Hayes: Where are you currently applying AI across the organization, and which use case has had the most meaningful impact so far?

Adam Billings: Right now, our focus is on firm-wide AI adoption to improve advisor productivity. The biggest impact has been around meeting preparation, note-taking, and reducing administrative workload.

Time is the most constrained resource for advisors, so anything that gives time back has a direct impact on both productivity and the client experience.

Andy Merchant: On the advisor side, I'd agree. Efficiency is where AI is making the biggest difference today. I'm also using it for research and analysis, especially around tax law, estate planning, and portfolio strategies.

It allows me to synthesize information much faster and spend more time actually applying it for clients.

Chuck Hayes: How are you approaching AI capability decisions between building internally, partnering with fintechs, or leveraging existing platforms?

Adam Billings: We're very deliberate about that balance. We look for strong partners where the use case is clear and the scope is well-defined, but we're also cautious about over-reliance on any single vendor.

A big part of our strategy is maintaining control over our data and infrastructure. That's why we're working toward an internally hosted edge AI platform before considering anything like proprietary model development.

We want flexibility and control first, then we can decide where to build versus partner.

Chuck Hayes: As vendors continue to embed AI into their platforms, how are you evaluating what to adopt?

Adam Billings: We don't just turn features on. We ask a lot of questions: where the model is hosted, how the data is handled, whether it's being used to train other systems, and who ultimately owns it.

That diligence is critical, especially when you're dealing with sensitive client data. We want to make sure we're not introducing unnecessary risk.

Chuck Hayes: Andy, how are you personally applying AI in your day-to-day work?

Andy Merchant: I've been using AI to create repeatable processes for financial analysis and planning through custom GPT-style tools, within compliance guidelines, and without using client-specific data.

It's also been valuable for communication. AI helps tailor how we explain concepts so that clients can better understand and act on the advice we're giving them.

Ultimately, it's about being more consistent and more efficient in how we deliver advice.

Chuck Hayes: How do you ensure advisors actually adopt and effectively use new technology?

Adam Billings: Adoption comes down to integration and support. We involve advisors early, gather feedback, and then provide ongoing education, things like weekly office hours, to make sure tools are being used effectively.

We're also encouraging adoption through incentives rather than mandates. Advisors have different levels of comfort with technology, so it's important to meet them where they are.

Andy Merchant: From the advisor side, that support is key. If technology isn't easy to use or clearly connected to how we serve clients, it won't get adopted.

When it's implemented well, though, it becomes a real accelerator.

Chuck Hayes: How is AI influencing team structure, skill sets, or how your fintech and digital teams operate day-to-day?

Adam Billings: AI is allowing us to automate more routine tasks, which frees up our teams to focus on higher-value work: things like strategy, mentorship, and improving the client experience.

It's also changing how we think about skill sets. There's a greater emphasis on understanding how to work alongside AI, while still maintaining discipline and oversight.

We're very focused on making sure teams don't become overly dependent on the tools. Verification and accountability are still critical.

Chuck Hayes: Looking ahead, how do you see AI changing the advisor-client relationship?

Andy Merchant: In the near term, AI is going to make advisors more proactive. We'll be able to identify trends, surface planning opportunities, and have more timely conversations with clients.

Longer term, there's potential to extend some of these capabilities more directly to clients, but the advisor relationship will still be central.

Chuck Hayes: What's the biggest takeaway for firms trying to navigate AI right now?

Andy Merchant: Focus on outcomes. If it doesn't improve the client experience or make advisors more effective, it's probably not worth doing.

Adam Billings: And make sure your foundation is solid. AI will amplify whatever you already have, good or bad. If your data and processes aren't in order, you'll feel that very quickly.

Closing Perspective

At Prime Capital Financial, AI isn't being treated as a shortcut to transformation. It's being layered onto a foundation of disciplined growth, centralized data, and intentional technology strategy.

Because in the end, the firms that win with AI won't be the ones that adopt it fastest. They'll be the ones that are built to use it well.

Andrew Merchant Bio

After more than a decade of experience in the financial services industry, Andrew Merchant is well-versed in the problems his clients face. Now, he aims to tackle those problems with innovative solutions to help build confidence in a plan moving forward. With an equal focus on clients and community, he strives to make a positive impact and deliver clarity through connection and continuity as a personal CFO for individuals, businesses and families.

Adam Billings Bio

Adam Billings is the Director of Operations at Prime Capital Financial, where he leads the firm's technology and operational strategy. He brings over a decade of experience in business consulting, software implementation, and client service. He specializes in building scalable systems that enhance the advisor and client experience, and plays a key role in advancing the firm's use of AI and digital tools. His work focuses on simplifying complexity and enabling sustainable growth.