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Jump to Winners<\/a> | Jump to Methodology<\/a><\/p>\n Doing it their way<\/p>\n Youthful exuberance, along with a desire to chart their own course and practice in their own image, are the key enablers that InvestmentNews\u2019 Rising Stars of 2025, all under the age of 40, have used to make their mark.<\/p>\n This extends across the winning group:<\/p>\n
One tells clients to \u201ctake money out of their account and spend it\u201d and, as a result, pay him less.
Another feels that the traditional golden rule of treating people the way you would want to be treated is outdated. Instead, she follows the \u201cplatinum rule\u201d of treating people the way they want to be treated.
And another believes sensing emotion is what makes them a leading advisor.<\/p>\n
\u00a0<\/p>\n Also part of the mix is the march of robo-advisors, with their market size anticipated to grow from $9.5 billion in 2024 to $72 billion by 2032. This data, according to Polaris Market Research, predicts a CAGR of 28.8 percent. And coupled with the much-discussed succession crisis resulting from most advisors in the US being over 50 years old, this showcases the prime opportunity that the best young advisors are taking advantage of.<\/p>\n \u00a0<\/p>\n By developing outstanding interpersonal skills, they are connecting and building the trust that clients want. There\u2019s no doubt that all generations seek financial advice, but there are differences in the mediums depending on demographics. For example, a Gallup poll shows the younger demographic gravitating toward influencers on social media and financial websites, who offer non-personalized, and often\u00a0non-professional, advice.<\/p>\n Integrated Financial Trust\u2019s August 2025 report<\/a> suggests young advisors must adapt to changing expectations from clients, who are looking to receive counsel on issues beyond investment, such as budgeting, credit building, and student loan management.<\/p>\n Despite the rise in automation and social media content, the best young advisors have built books of business, client bases, and even their own firms by understanding and relating to their clients\u2019 personal circumstances.<\/p>\n This is emphasized by Kali Roberge, COO of wealth management at Beyond Your Hammock<\/a>, a firm that specializes in helping high-achieving professionals in their 30s and 40s.<\/p>\n \u201cIt\u2019s very common for young advisors to be very empathetic and interested in people, and that is such a strength. This should be a relationship business, not a transactional one. Advisors who are eager to expand their emotional intelligence and understand things like behavioral finance and the \u2018why\u2019 behind the decisions people make will be more and more valuable, especially as AI platforms do take over some of the more rote or technical work.\u201d<\/p>\n And she adds, \u201cI don\u2019t think anything can replace a person-to-person connection, and the younger advisors I\u2019ve gotten to know seem very interested in genuinely helping others and providing guidance and support to real people that they can relate to and empathize with.\u201d<\/p>\n The Rising Stars of 2025 are the most exceptional young talent in wealth management and all have a clear passion for the\u00a0industry. These winners have earned their accolades, as the CFP Board of Standards confirmed that 2024 welcomed 6,541 new CFP\u00ae professionals, 57 percent of whom were under 35.<\/p>\n It\u2019s certainly a competitive landscape on several fronts.<\/p>\n Roberge underlines how the leading young advisors gain insight into the inner workings of their firms so they can add value in creative and innovative ways.<\/p>\n She says, \u201cSomeone who has a \u2018no job is beneath me\u2019 attitude, and who is willing to try on many hats, even if they\u2019re not committing to wearing that hat forever, stands out among a sea of young advisors who only want to jump into client meetings and have no curiosity about the million other things that go on within a business in this industry.\u201d
1. Navigating market volatility and economic uncertainty<\/p>\n
Advisors have had to guide clients through extreme market fluctuations, inflation, rising interest rates, and geopolitical events. This has required not only technical expertise but also emotional intelligence to maintain client confidence and help them stay focused on long-term goals despite anxiety and uncertainty.
2. Growing new business beyond referrals and building awareness<\/p>\n
Many advisors report that most of their growth has come from referrals, but expanding beyond this \u2013 especially in a crowded, competitive market \u2013 remains a significant challenge. Building broader awareness, differentiating their value proposition, and forming relationships earlier in clients\u2019 financial journeys are key hurdles.
3. Attracting, retaining, and developing top talent<\/p>\n
Finding and keeping exceptional team members who fit the firm\u2019s culture and standards is difficult. This includes developing robust recruitment processes, revamping compensation structures, and fostering a collaborative, team-oriented environment rather than relying on individual books of business.
4. Adapting to rapid technological and regulatory change<\/p>\n
Advisors are challenged by the need to implement new software, adapt to evolving compliance requirements, and leverage digital tools without sacrificing the personal touch. Balancing innovation with regulatory obligations, and ensuring that technology enhances rather than replaces relationships, is a persistent issue.
5. Explosive growth with operational excellence and leadership development<\/p>\n
Rapid firm growth brings complexity: scaling processes, maintaining high service standards, and empowering others through delegation and leadership development. Advisors must shift from being hands-on \u201cdoers\u201d to strategic leaders, building repeatable systems and strong teams while not losing the firm\u2019s core identity or burning out.
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Vice president and wealth manager<\/p>\n Age:\u00a038 Rising Star Courtney Shrewsberry already has 16 years of experience under her belt, having jumped into the industry as an intern. A proactive attitude set the stage for Shrewsberry\u2019s rise.<\/p>\n \u201cAnything you gave me, I would do. I didn\u2019t ever shy away from any extra work,\u201d she says.<\/p>\n She also credits her success to being able to forge connections with clients, part of her reasons for following the \u201cplatinum rule\u201d of treating people the way they want to be treated.<\/p>\n \u201cEmotional intelligence is so important because we do spend so much time with [clients]. You need to be able to sit back and listen and really hear what they\u2019re saying because we are their biggest confidants, and they\u2019re telling us some things that are really difficult.\u201d<\/p>\n Shrewsberry\u2019s responsibilities are split across:<\/p>\n
client relationship management – serving as the primary point of contact for clients
financial planning – developing and implementing a client\u2019s financial plan
investment management – constructing and managing the investment portfolio<\/p>\n
\u00a0<\/p>\n \u201cThere is such a sense of fulfillment from helping someone, we want to teach our clients about the markets and how to navigate their emotions during the ups and downs\u201d
Shrewsberry works alongside her mentor and now-partner, Alicia Fuller, and has soaked up a lot of knowledge. In turn, clients gain long-term peace of mind knowing the advisor who is planning to assume the senior role in future.<\/p>\n Steward Partners has fostered a collegial environment, and Shrewsberry finds herself at a unique juncture.<\/p>\n \u201cI can offer some advice and guidance, which is nice,\u201d she explains. \u201cThen, there\u2019s still things I run into in my career that it\u2019s also nice to get feedback or ideas from other peers.\u201d<\/p>\n This speaks to Shrewsberry\u2019s desire to keep pushing boundaries, and she vows \u201cto never stop learning\u201d.<\/p>\n President and managing partner<\/p>\n Age:\u00a034 There\u2019s no greater validation in the industry than going from $160 million to $1.8 billion AUM in eight years, and that\u2019s what this Rising Star has overseen at <\/a>Arcadia Capital.<\/a>\u00a0Muthusamy credits it to a fundamental bedrock.<\/p>\n \u201cThe equation was fairly straightforward \u2013 let\u2019s get bigger assets and work with those clients and give them top level service, and then they will send referrals and we will organically grow,\u201d he says.<\/p>\n As part of his day-to-day, Muthusamy guides clients through complex planning, investment, and legacy decisions. Internally, he oversees the operations of his 16-person team, fostering a collaborative, service-oriented culture that empowers each advisor and team member. This is powered by Muthusamy\u2019s hunger, which stems from growing up as the son of immigrants.<\/p>\n \u201cDad went to work from morning to evening, and when he got home, my mom went to work. Seeing that, a work ethic was woven into me,\u201d he explains. \u201cAnd now, when people ask me, \u2018What are your hours?\u2019 I say, \u2018I don\u2019t have hours; I\u2019m always working.\u2019\u201d<\/p>\n A skill that Muthusamy stresses is listening, which is what he looks for in advisors who want to join the team. He says, \u201cIt\u2019s really hard to find top-tier and high-quality people, but when we do, we want to do everything we can to recruit them.\u201d<\/p>\n To ensure a good fit on both sides, Muthusamy has developed an interview process that includes a DISC assessment, quantitative evaluations, interviews, and case studies. While not flawless, the process identifies candidates who would thrive in Arcadia\u2019s collaborative and high-performance culture.<\/p>\n \u00a0<\/p>\n \u201cThe best investment you can make in yourself is your team\u201d
Muthusamy acknowledges that AI and tech have handed certain tools to clients in terms of the information they can access, but he stresses that, first and foremost, clients still seek an advisor they can trust and bond with. This is a strength of Arcadia\u2019s, evidenced by the steep rise in AUM despite not undertaking any major marketing.<\/p>\n \u201cWe are more inclined to not lose clients\u2019 money first and grow it second. I know some other firms have that reversed, but it works well for us.\u201d<\/p>\n To ensure service levels continue to improve, Muthusamy is open to embracing tech, such as platforms that cut down the administrative side of estate planning.<\/p>\n \u201cIf the technology can take the tedious part and the not overly complex, and make that solvable very quickly, then that makes more time for the advisor to spend on the relationship and the actual problem at hand,\u201d he says.<\/p>\n Keen to continue developing, Muthusamy invests in himself and has been consulting with executive coach Soojin Kwon for several years. She looks at both his professional and personal lives.<\/p>\n He says, \u201cIt\u2019s about understanding how they might work together, and the most recent example is becoming a father. My son just turned two, and I understand there\u2019s going to be some nights that I\u2019m at the office late. Are there ways to maybe balance things by utilizing the team?\u201d<\/p>\n Over the last year and due to economic uncertainty, Arcadia\u2019s clients have experienced a range of emotions, from positive to negative. But the team has led them through it all, under the guidance of Muthusamy, who chairs the firm\u2019s investment policy committee.<\/p>\n He has made a point of including more experienced advisors, some of whom have slowed down from their younger days but have learned valuable lessons.<\/p>\n Muthusamy adds, \u201cAs the younger generation of advisors, we get the benefit of their experience by having them on the committee, and then we have the time to field the phone calls and work with the clients. Two minds are better than one.\u201d<\/p>\n His vision is to continue building Arcadia on the foundation of two principles:<\/p>\n
delivering an unmatched client experience
fostering a culture where team members feel valued, empowered, and inspired<\/p>\n
Financial advisor<\/p>\n Age:\u00a032 Over the past year, Rebecca Trethewey has expanded her services to include comprehensive financial planning, coordination of employee benefits, and specialized retirement planning for educators and public employees. This has enabled her to currently manage over $90 million in assets for nearly 500 different households.<\/p>\n Trethewey\u2019s success has been driven by a proactive approach to identifying and addressing clients\u2019 unique financial needs.<\/p>\n \u201cI\u2019ve always been very empathetic and good at sensing the emotions of people around me. I think that has given me strength as an advisor because I can anticipate the needs of my clients on a different emotional level,\u201d she says.<\/p>\n By integrating personalized strategies and leveraging her expertise in 403(b), 401(k), and Roth investments, she has helped clients navigate complex financial landscapes.<\/p>\n With this economic backdrop, Trethewey says it\u2019s essential to create an individualized plan.<\/p>\n \u201cIn times like these, maybe we\u2019re redirecting our plan a little bit. Maybe we\u2019re not saving as aggressively or we\u2019re creating a different spending strategy if they\u2019re already in retirement,\u201d she says. \u201cIt\u2019s so situational to that individual person or that household.\u201d<\/p>\n She also feels part of being a top advisor is acting as a \u201crelationship coach\u201d as she makes a point of never turning things into a \u201csteamrolling sales kind of relationship\u201d.<\/p>\n Trethewey\u2019s career began at entry-level and, from there, she hit her stride and now holds designations including Certified Plan Fiduciary Advisor\u00ae (CPFA\u00ae) and Certified Retirement Education Specialist (CRES).<\/p>\n \u201cI\u2019m one of those people who never say no to things, and I want to constantly be growing and moving. I added my licenses, various designations, started taking on clients, and [my career has] morphed into what it is today.\u201d<\/p>\n Operating in an atypical environment also suits Trethewey\u2019s style, with EFS Advisors<\/a> having a more relaxed atmosphere and employees who share experiences and provide mentorship. She says, \u201cI\u2019m fortunate to be around such great people.\u201d<\/p>\n \u00a0<\/p>\n \u201cI\u2019m very passionate about coaching, I would love to mentor another young female advisor and keep building this trajectory of having more females in
\u201cI have clients on the other end where, for whatever reason, they\u2019re just not there and they probably won\u2019t ever get there,\u201d she explains. \u201cI\u2019m never going to say that they\u2019re all going to be super successful because I\u2019m this, like, second coming.\u201d<\/p>\n To demonstrate this, Trethewey relies on the analogy of the three little pigs building a house and the need for a strong foundation in order to install a roof.<\/p>\n She adds, \u201cYou\u2019re starting with budgeting and early savings, and then depending on the situation, we\u2019re working toward that end goal or what\u2019s attainable.\u201d<\/p>\n Eager to share her insights, outside of her core role, Trethewey hosts an annual event and covers all the expenses for local women in the community and clients to be educated on various topics.<\/p>\n She says, \u201cThis year, I\u2019m partnering with a local nonprofit, which is a caregiving consultant group, to talk about how you recognize when you\u2019re the caregiver and how you use the services to be the most efficient caregiver, while also taking care of the other person without getting burnout.\u201d<\/p>\n In addition, she is a board member of the North 65 Area Chamber of Commerce in Isanti, MN, contributing to local business growth and networking opportunities, and is also part of the National Tax-Deferred Savings Association, which aims to enhance the financial confidence of one million women over the next five years.<\/p>\n \u201cI\u2019ve hosted a couple of their events called Rai$e Her, and I\u2019m going to continue these over the next five years,\u201d she explains. All of these efforts are about trying to share insight that isn\u2019t always taught formally.<\/p>\n Trethewey adds, \u201cIf you\u2019re able to articulate your knowledge without being overpowering or condescending, that will bring you so far in life, and I hope it continues for me.\u201d<\/p>\n Founder and wealth advisor<\/p>\n Age: 34 Most up-and-coming advisors would be satisfied with an AUM of $125 million and a contented client base, but Mijares felt he could do more. The entrepreneur left Edward Jones after almost a decade to build his own firm, which boasts $260 million AUM.<\/p>\n He says, \u201cI feel like I\u2019m just getting started and I also have the breathing room and a confidence that comes with having the practice we have now.\u201d<\/p>\n Being able to inspire clients was foreshadowed by doing the same among colleagues. When he was launching Zion Capital<\/a> with his business partner, a few assistants also made the move and were soon joined by additional advisors.<\/p>\n \u201cWe had to build the infrastructure because I knew I could get clients,\u201d explains Mijares. \u201cI wanted my clients to have a rich experience. I didn\u2019t want anybody to think that I was leaving for my own good. I wanted them to thoroughly believe I left for the greater good of my clients and to be able to serve them better.\u201d<\/p>\n Part of this process is how Mijares can be more flexible and pivot to alternative investments, which larger and more established firms would be unable to take advantage of so nimbly.<\/p>\n \u201cWhen you\u2019re an entrepreneur, you get to go whatever direction you want to go. In the fintech world, there are countless different companies out there, which allow you to further serve someone and scale your business.\u201d<\/p>\n One of Mijares\u2019 skills is developing a culture that drives success. Zion Capital is made up of individuals in a similar age group and strongly family oriented. His wife even decorated the office to create an environment that was welcoming for all.<\/p>\n With a client niche of pre-retirees and retirees, Mijares understands the need for income.<\/p>\n \u201cPassive income can be a buzzword online, but there\u2019s really nothing passive about it. It doesn\u2019t just happen n thin air,\u201d he says. \u201cWe\u2019re able to use alternative investments like structured products, which means we can actually get a custom agreement.\u201d<\/p>\n He adds, \u201cI believe that if you don\u2019t do structured notes for your clients, you either don\u2019t have access to them or you don\u2019t understand them. But the most no-brainer thing for someone to have in their financial plan is some actual fixed income.\u201d<\/p>\n Enjoying life is the reason why Mijares encourages his clients to spend their money, even though it means he will earn less as their assets decline. This applies even more to his wealthier clients.<\/p>\n \u201cThey\u2019ve got the money because they saved and were hard workers, and they never knew how to spend it. This may be controversial, but I really enjoy helping clients spend their money as I think it boosts quality of life,\u201d he says.<\/p>\n \u00a0<\/p>\n \u201cMy only goal is to help my clients reach their goals\u201d
He adds, \u201cI\u2019m not saying making money is a bad thing as I make a tremendous amount of money. It\u2019s more that when you choose making money over helping a client, you\u2019re officially in the wrong, and I never want to flirt with that line.\u201d<\/p>\n Along with building his firm, Mijares has earned a collection of designations, including being an Accredited Asset Management Specialist, a Chartered Retirement Planning Counselor, and a Certified Kingdom Advisor, on top of his CFP.<\/p>\n The goal was not to impress clients with what he refers to as the \u201calphabet soup after my name,\u201d but to be informed and plugged in across the board. \u201cFor my clients, being able to ask me a question and for me to be able to not look down at my phone or computer to answer is powerful.\u201d<\/p>\n With the influx of AI and tech becoming a bigger part of the industry, Mijares is quick to point out that the human emotion of making good decisions will never be replaced.<\/p>\n \u201cInvestment advice and counsel is becoming a lost art,\u201d he says.<\/p>\n However, he believes there is an untapped population who wants help with their finances, and he particularly feels connected to those with a mindset of taking things to the next level.<\/p>\n \u201cI\u2019m a really good fit for people like that because I don\u2019t have a quota. I make more money than I need, and I want to help clients win,\u201d he explains. \u201cIf I happen to make more money doing that, then wonderful, but if I can sacrifice my paycheck to make an impact on people\u2019s lives, then that\u2019s great.\u201d<\/p>\n Zion Capital\u2019s culture is built on integrity, alignment, and mission, interlinking with Mijares\u2019 belief that the industry needs more people who live what they preach. To this end, his career goals are clear:<\/p>\n
continue scaling Zion Capital into one of the most trusted, values-driven wealth management firms in the country
build a lasting firm culture that reflects faith, character, and excellence
equip the next generation of advisors to serve with conviction and impact
be a thought leader in the industry, not just on financial strategies, but on how to lead with integrity, balance, and purpose
Best Wealth Managers & Advisors Under 40 in the USA | Rising Stars<\/p>\n
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\nBy analyzing the 2025 winners\u2019 careers, IN presents the leading challenges they\u2019ve had to face in the past two years and overcome to stand out against their peers.<\/p>\n
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\nAmerica\u2019s Best Wealth Managers & Advisors Under 40
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\nCourtney Shrewsberry \u2013 Coastal 360 (Steward Partners)<\/p>\n
\nLocation:\u00a0Naples, FL<\/p>\n
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\nShrewsberry\u2019s start and spells as a client associate have instilled in her a strong client-centric focus, which is reflected in the firm\u2019s 95 percent client retention rate. She meets with clients quarterly and maintains additional touchpoints throughout the year, regardless of what\u2019s happening in the market. She believes in positioning clients correctly in asset allocation, always considering risk mitigation.<\/p>\n![](\"https:\/\/www.newsbeep.com\/au\/wp-content\/uploads\/2025\/08\/0380_638185376558264470.png\")
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\nCourtney ShrewsberryCoastal 360 (Steward Partners)<\/p>\n
\n\u201cAnyone can make money in an up market, but how do we really protect you on the downside? That\u2019s always been our philosophy. So, there isn\u2019t always a lot of pivoting for our portfolios because we\u2019ve always put that thought into it,\u201d she says.<\/p>\n
\nLocation:\u00a0Saline, MI<\/p>\n<\/p>\n![\"\"](\"https:\/\/www.newsbeep.com\/au\/wp-content\/uploads\/2025\/10\/kall_638954635034504645.png\")
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\nGautam MuthusamyArcadia Capital<\/p>\n
\nThere is also a serious focus on developing staff as Arcadia pays for employees to undertake their CFP and other courses.<\/p>\n
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\nMuthusamy also serves on the Raymond James National Technology Council, giving advice on how to improve platforms and tools for both advisors and clients, along with collaborating with emerging fintech companies to help design technology that better serves advisors and elevates the client experience, and as a result, pushes the profession forward.<\/p>\n
\nLocation:\u00a0Cambridge, MN<\/p>\n<\/p>\n![\"\"](\"https:\/\/www.newsbeep.com\/au\/wp-content\/uploads\/2025\/10\/kall_638954635328344539.png\")
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\nthis space\u201d
\nRebecca TretheweyEFS Advisors<\/p>\n
\nPart of this teaching has given her the skill to set expectations. While high-net-worth individuals have an easier path, that is not always the case.<\/p>\n
\nLocation:\u00a0Grass Valley, CA<\/p>\n<\/p>\n![\"\"](\"https:\/\/www.newsbeep.com\/au\/wp-content\/uploads\/2025\/10\/kall_638954635526467925.png\")
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\nLucas MijaresZion Capital<\/p>\n
\nDespite this, Mijares is focused on revenue, but prioritizes his clients\u2019 well-being.<\/p>\n
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