The most sought-after skills in financial advisory are the ability to communicate across four generations and network. This evolution is evidenced by Finer data, which illustrates how the profile of the investment professional has changed.
We Wealth | Settembre 2025
Financial advisors have ceased to be “old-fashioned” salespeople, but are now knowledgeable, empathetic professionals capable of communicating with at least four generations: from those over eighty to those in their twenties. A diverse audience that sits at the consulting table every day and requires, more than anything else, soft skills.
“Today, the value of a financial advisor or bank manager is measured first and foremost by the ability to empathize with clients, speak their language, and interpret their needs. This applies to private banking as well as commercial banking,” says Nicola Ronchetti, founder and CEO of Finer, a research firm specializing in wealth management, networking, and financial advisory. “Soft skills,” he continues, “have become essential even for credit institutions: they’re no longer just about technical skills, but about knowing how to relate, communicate, and collaborate.”
Forwards, Midfielders, and Defenders
Until twenty years ago, the ideal consultant was an “attacker”: proactive, driven to win clients, and independent. Today, the consulting world has evolved in a much more balanced direction. Data collected by Finer clearly demonstrates this: in 2003, 93% of consultants were forwards, 4% midfielders, and 3% defenders. In 2024, the distribution is much more balanced: 48% forwards, 42% midfielders, and 10% defenders.
“It’s an evolution that reflects a profound cultural shift,” explains Ronchetti. “We borrowed this classification from football, where each position has a strategic function: the forward is the one who seeks clients, interacting with the entire family, from grandfather to grandson. The defender is more introverted, less proactive, but very reliable in management. The midfielder is a managerial figure, capable of vision and coordination.” Today, consulting is a team, and the team only works if the roles are well distributed.”
The Era of Collaboration
The ability to work as a team is another pillar of the new profile of the successful consultant. “We no longer work as free agents,” Ronchetti emphasizes. “Professionals must feel part of a system, recognizing the role of the client bank and the network in providing tools and support.” This radical shift is confirmed by the numbers: in 2005, only 10% of consultants considered the bank’s support important; in 2024, this percentage rose to 59%.
“This demonstrates,” he continues, “that a true cultural shift has occurred. Those who today are unable to communicate with multiple generations, or collaborate with colleagues or their own bank, will find it difficult to play a leading role in the sector.”
Banks are also changing pace
The transformation isn’t just about advisor networks. Commercial banks are also undergoing a significant evolution. “We’re seeing a strengthening of soft skills even within branches,” says Ronchetti. “Banks are working hard to transform the ‘pivot’ manager into an increasingly supported and integrated role within a system, equipping them with the necessary tools, including for working remotely.” Training is the key to this silent revolution. “Today, banks and networks have full-fledged in-house academies, study centers, and content designed to train not only young people, but also the new ‘old’: those in their sixties and even eighty-fives are a universe to explore, an opportunity to seize.”
Humans at the Center, Despite Digital
And in an era where artificial intelligence and digital seem destined to occupy every space, the role of the human advisor is not only enduring, but growing stronger. “Even observing new models—from challenger banks like Tinaba and Revolut to management platforms like Moneyfarm—we realize that the real weak point remains relationships, empathy, and personalization. People remain central, today more than ever,” concludes Ronchetti. Consultants, meanwhile, have understood that honing soft skills is no longer an option, but a necessary condition for staying relevant. Because in a rapidly changing world, much more than good technical expertise is needed: you need to be a team player, be able to communicate with everyone, and, above all, be able to listen.
Laura Magna