Wim's World

Every major shift in financial services feels obvious in hindsight. Zero commissions, robo-advice, embedded finance, intent-based prospecting; once they scale, they seem inevitable. In real time, however, they are rarely obvious. They are uneven, controversial, and often dismissed by incumbents who believe the existing model is "good enough."

Over the past two decades, I have had the privilege of watching several of these waves form before they became mainstream. That vantage point has shaped how I think about innovation, and ultimately why Advintro exists.

I spent much of my career selling execution, clearing, and custody services to non-U.S. firms accessing U.S. markets. My roles included time at Penson (now Apex Clearing), Pershing, and ViewTrade, including nine years at Pershing as Director of European Sales. Clearing and custody are essential to capital markets. They are the infrastructure that makes everything else possible. Yet while the infrastructure remained steady, innovation accelerated around it.

I watched the rise of zero-commission trading, from early challengers like Zecco to the industry-shifting expansion of Robinhood. I saw retail investors gain access to fully paid securities lending. I observed robo-advisors challenge traditional advice models, and I witnessed fintech evolve from a niche category into a defining force across wealth, banking, and insurance.

What struck me most was not any single product, but the pattern beneath the noise. Innovation consistently emerged at the edges of the market, gained traction with forward-looking firms, and eventually forced broader change. The firms that benefited most were rarely the ones chasing headlines. They were the ones paying attention early and integrating new tools into a coherent strategy.

After years on airplanes and in international sales roles, I joined a small domestic custodian where I was effectively selling a robo-advisor. It was an exciting time in the market, but the experience also clarified something important for me. If a firm did not want our specific solution, the conversation ended. I had one tool to offer, regardless of whether it was the right fit.

That limitation led to a simple but transformative question: what if, instead of selling one product, I could curate a portfolio of leading fintech (wealthtech, banktech, insuretech) solutions and align them with what firms genuinely needed? Instead of pushing a single answer, I could listen carefully, understand the operating model, and introduce relevant options drawn from across the ecosystem.

In the summer of 2019, I resigned and built Advintro around that premise. I described the idea as fractional fintech sales. A disruptive model designed to give firms access to technological innovation without forcing them into a single lane. I shared the concept with Paul Renken and Brendon Cooper. Paul told me that if I started the company, he would join shortly thereafter. He did and became my co-founder. Brendon joined later and now serves as our President.

What began as a belief has grown into a platform supporting 27 fintech clients and a team of ten full time sales professionals working across RIAs and broker-dealers (wealthtech). We have expanded into insuretech, banktech, and Europe, and we continue exploring additional verticals such as asset management and crypto. More important than the numbers, however, is the perspective we have developed. Through hundreds of conversations each year, we see patterns forming before they become conventional wisdom.

That perspective is the reason this magazine exists.

AdvintroEdge is an extension of the work we do every day. It allows us to go deeper than conference panels permit and more thoughtfully than a single meeting allows. It gives us a platform to highlight firms building solutions that align with emerging trends, and it gives us the space to articulate what we believe matters most. It also allows us to showcase thought leadership from some of our fintech clients and industry leaders.

This inaugural issue focuses on growth, with particular emphasis on technology for financial advisors and financial services in general. Growth is not just about expanding assets or headcount; it is about building momentum that can be sustained through changing market cycles.

Across the market, we see two consistent themes emerging. First, modern lead generation and conversion technologies are becoming foundational rather than experimental. Firms are adopting intent-based prospecting, embedded planning tools, and measurable digital funnels to expand their client base with greater precision. Second, firms are broadening their service offerings beyond traditional wealth management. Tools and capabilities once associated primarily with family offices are becoming more accessible, enabling firms to deepen relationships and improve retention.

This inaugural issue would not be possible without the thoughtful contributions of the firms and leaders who chose to share their insights with us. We are grateful to Anasova, Unbiased, WealthReach, Unifimoney, Save, Clarista, Insart, Income Lab, Tykr, and Savology for contributing their perspectives on growth and innovation. We are also especially appreciative of Fran Toler of Toler Financial Group for taking the time to share her experience and practical insights in our featured interview. Each of these contributors approaches growth from a different angle, and together they reflect the diversity of thinking and execution shaping financial services today.

What connects these perspectives is not coincidence, but convergence. These are not isolated developments; they are indicators of broader structural change. Financial services are being reshaped not only by product innovation, but by how firms acquire clients, deliver services, and integrate technology into their operating models.

Through Wim's World, I will use this space in each issue to share what we are observing from the field. Where momentum is building, where expectations may exceed reality, and where firms should be directing their attention. My goal is not to predict the future with certainty, but to help identify the patterns that deserve serious consideration.

Financial services will continue to evolve. The firms that thrive will be those that recognize emerging shifts early and integrate them thoughtfully, rather than reactively.

Thank you for joining us for the first edition of AdvintroEdge Magazine. I look forward to continuing the conversation.