Why Untethered Financial Advice Matters

Incentives influence behavior. That’s a well-understood principle in both behavioural psychology and in economics, and it applies just as much to financial services as it does to markets and policymaking. When an advisor’s compensation, product access, or internal expectations shape their recommendations, even subtle biases can creep into what should be objective guidance for clients.

This isn’t necessarily about bad actors. It’s about systems—and how those systems are built.

In much of Canada’s financial advice industry, advisors are employed by the financial institutions that also manufacture the products they recommend. They may be compensated differently depending on which product is recommended, or they may be limited to offering only solutions from a specific product shelf. In some cases, they’re evaluated not only on advice quality, but also on sales targets. The result is a structure where the client’s best interest may not always be the sole driver of the advice provided.

To illustrate: imagine a physician who prescribes medication. Now imagine learning that this same physician also works for the pharmaceutical company that produces the drug. Now imagine that same physician is only allowed to prescribe drugs from that company’s catalog. Even if the doctor is credentialed and well-meaning, it would raise a reasonable question about objectivity. In financial services, that same structural conflict often exists—but it is rarely visible to the client.

This is precisely why we’ve worked so hard to structure our advisory practice differently.

We’re regulated by the Canadian Investment Regulatory Organization (CIRO), but operate independently of banks, insurance companies, and proprietary product platforms. We don’t sell in-house products, and we’re not compensated differently based on what we recommend. We don’t accept incentives, perks, or even lunches, gifts or entertainment from any product providers. Our compensation is transparent and aligned with the only priority that should matter: doing what’s best for our clients.

This is a conscious choice, not a marketing slogan. And it matters.

We hold advanced credentials in discretionary portfolio management, financial planning, and maintain a wealth of experience in providing insurance and tax advice—allowing us to advise across investment, planning, tax, and protection needs without institutional bias or restrictions. That flexibility allows us to be nimble, creative, and focused solely on a client’s unique situation.

But structure and credentials are only part of the story. Equally important is how we work with our clients.

Our approach with our clients is collaborative and ongoing. Good advice doesn’t happen in a vacuum—we believe it requires a long-term relationship, regular dialogue, and the ability to adjust as life changes and needs evolve. We’re not in the business of delivering one-time plans. We’re here to guide people through the complexities of life and money, year after year.

And we don’t just manage our clients portfolios and financial plans. We help clients buy homes, educate their children, prepare for retirement, protect their families, and define their legacy. These are deeply personal milestones—each with high stakes and long time horizons. To be entrusted with this magnitude of responsibility is something we don’t take lightly.

In this context, untethered advice isn’t just a differentiator—it’s a foundation. It allows us to strip away distractions, focus on what truly matters, and provide clarity in a system that’s often anything but.

We built our business to serve clients—not shareholders, not product shelves, nor head office agendas.

And in a world where incentives are rarely neutral, we believe alignment is one of the most valuable things we can offer.