Advice for 2026 Emerging Leaders From the 2025 Cohort

The 2025 cohort of PLANADVISER Emerging Leaders offered a range of advice for the 2026 class, emphasizing hands-on experience, professional networking, humility and continuous learning as key drivers of career growth in the retirement plan advisory industry.

While each adviser highlighted different lessons from their own professional journeys, their recommendations centered on a common theme that career development happens fastest when professionals actively engage with clients, colleagues and mentors, rather than waiting until they feel fully prepared.

Get Experience Early

For Curtis Fugate, an account executive at Newfront Retirement Services Inc., one of the most important lessons for younger professionals is to seek direct client experience early in their careers.

“Work with clients as quickly as possible,” Fugate says.

According to Fugate, no amount of preparation can fully replicate the experience of sitting across from a plan sponsor and explaining complex retirement plan concepts in real time.

“You really can’t know what it’s like to explain a fee benchmarking result to a CFO who’s a skeptical CFO until you put that in front of them and actually attempt to explain it,” he says.

Although those early interactions may not always go smoothly, Fugate argues that practical experience accelerates professional development far more than waiting until every detail has been mastered.

“That one 15-minute [experience] of trying to explain that fee benchmarking is worth more than a year of building that exhibit in the background,” he says. “Do your reps. It might be bumpy, but it also might mean that you’re an adviser five years sooner.”

Build a Network of Peers and Mentors

For Gregory Fortier, a financial adviser at Mosaic Partners, networking remains one of the most valuable investments emerging leaders can make.

“I would say networking—networking within the community,” Fortier says.

Fortier points to the benefits of sharing ideas across teams, geographic regions and client segments. These industry connections allow advisers to learn from others’ experiences and stay informed about products ranging from collective investment trusts to managed accounts.

By building relationships with other advisers and industry professionals, emerging leaders can gain insights that might otherwise take years to acquire independently.

Embrace Learning and Leave Ego Behind

Patrick Donnelly, investment director of defined contribution and wealth management at CBIZ Investment Advisory Services LLC, says one of the biggest mistakes young professionals can make is pretending to have expertise they have not yet earned.

“I hate the phrase ‘fake it until you make it,’” Donnelly says.

According to Donnelly, experienced professionals can usually recognize when someone lacks knowledge. Pretending otherwise can hinder, rather than accelerate, growth.

“My best advice is: There’s no substitution for the time and the credentials and the knowledge,” he says.

Donnelly encourages emerging leaders to openly acknowledge what they do not know and to seek guidance from colleagues and mentors. He says industry professionals are often eager to help those who demonstrate curiosity and a willingness to learn.

“What I found through my career is that people who are experienced love to share their knowledge,” Donnelly says. “If you’re willing to admit that you’re just learning something or trying to grow in a certain area, they’ll trip over themselves to try to help you.”

Over time, Donnelly says, genuine expertise develops through education, credentials and hands-on experience, with confidence following naturally.

“When you really know what you’re talking about, the confidence comes almost effortlessly,” he says.

Stay Curious and Create Opportunities for Growth

Marissa Freeman, a senior analyst at Newfront Retirement Services, says emerging leaders should prioritize learning from those around them and embrace opportunities to broaden their perspective on the industry.

Looking back on the past year, Freeman says she has gained a deeper appreciation for how dynamic the retirement industry can be and how technology continues to reshape day-to-day work.

“Over the past year, I have learned just how dynamic and multifaceted this industry truly is,” Freeman says. “I’ve also learned the importance of being adaptable.”

Freeman says new technologies have continually challenged her to develop new skills and approach problems from different angles, reinforcing the importance of lifelong learning.

“Being an emerging leader has reinforced the importance of staying curious and committed to learning throughout my career,” she says.

When it comes to developing the industry’s next generation of talent, Freeman argues firms should look beyond traditional industry backgrounds and should focus on transferable skills such as critical thinking, relationship-building and a willingness to learn.

She also encourages firms to invest in internship and mentorship programs that expose younger professionals to different areas of the business and facilitate knowledge-sharing between generations. 

For members of the 2026 Emerging Leaders cohort, Freeman’s advice is to take advantage of every opportunity to learn from peers and industry veterans.

“Be intentional about sharing your own experiences while also learning from others in the industry,” Freeman says. “It’s a great opportunity to broaden your understanding of the industry and think about how you want your career to grow.”