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A few years ago, Vincent Chua, a six-year MDRT member, met a couple in their early 40s. The husband held two master's degrees and was, by his own account, not a believer in insurance. His coverage stopped at a basic health and medical plan, nothing beyond the minimum. His wife sat on the opposite end of the spectrum, a firm believer in the value of insurance and eager for the family to be better protected. The imbalance between the two was the conversation’s real starting point before any thoughts of what products either of them might eventually buy.

That instinct to understand the person before proposing anything has shaped how Chua runs his practice. Today he serves more than 270 active clients, with a focus on retirement planning and investments. Within that broader practice, Chua has developed a particular skill that many younger advisors find daunting: helping clients who have grown wary of insurance, often after a specific past experience, work through that resistance before any product is discussed.

Understanding the mindset before proposing the solution

When Chua met the couple, he knew that approaching the husband directly as a financial advisor would likely be met with immediate resistance. "If I approach him right now, knowing that I am a financial advisor, for sure the first thing on his mind is, ‘don't waste my time,’" Chua shares. Instead of pushing forward with a pitch, his first task was to understand why the husband had settled so firmly into his position.

"A person is usually consistent," Chua explains. "Either you believe in insurance, or you don't. You can't be halfway there, believing in part of it and not the rest." That consistency told Chua there was a specific root cause behind the husband's skepticism, and finding it mattered more than any product conversation that might follow. He eventually discovered that the husband’s distrust towards insurance stemmed from past experiences with friends who had sold him insurance, only to leave the industry shortly afterwards.

This principle extends beyond any single client. "Regardless of whether the client is a senior or a young adult, it is important to understand the client's mindset because we need to understand their main concern before proposing any product," Chua shares. He positions himself as an advisor trying to solve a client's needs without pushing a sale. "If I were to lead with product and coverage discussions first, the client may feel that you are trying to sell more than solving their problems."

Why clients come to believe insurance is a scam

In Chua's experience, the word “scam” almost always traces back to a specific, unresolved experience rather than a rejection of insurance as a concept.

The most common one in his experience often involves an advisor who was also a friend. "Maybe they bought insurance from a friend and then the friend left the industry. They felt cheated in a way, because they were there to support the friend who then left," Chua shares.

Another overlooked aspect is rooted in how insurance products have evolved. Older critical illness plans in Singapore often covered only a narrow set of advanced-stage conditions, sometimes as few as 15 to 20. Clients who bought these policies years ago and never reviewed them are sometimes caught off guard. Years later, when a client is diagnosed with an early-stage condition, they discover it falls outside what their policy actually covers. The blame is then directed at the advisor, as they feel that they have been paying regularly as a loyal client, only to find out that their condition is in an early stage and thus not covered.

Deductibles also catch many clients by surprise, known locally as excess. "In Singapore, if the medical bill is S$3,000, the first 3,000 will be borne by the client," Chua explains. Even with an active policy, a client can end up paying an entire smaller bill out of pocket. "From a client's perspective, they think, I've been paying the insurance advisor but now you tell me I can't claim. Then why should I continue the insurance?"

Underneath all these specific grievances, Chua points to something more fundamental about how insurance works." No one buys insurance thinking, I must claim today, so I can maximize the benefit of it," he says. "Majority of us, if we buy a critical illness plan or a medical plan, we don't have the intention of wanting to go to the hospital." Insurance is bought precisely so that it never needs to be used, a concept Chua believes deserves as much airtime as any product feature. "Given that it's a counterintuitive kind of product, we are buying for peace of mind. I think that part of the mindset is something we need to tackle as well."

This reframe becomes especially important for older clients. Chua notes that securing insurance later in life, in someone's 60s for instance, tends to be significantly more expensive and the value proposition can feel harder to justify.

A daughter's quiet concern, a mother's protection

That reluctance played out in another case from Chua's practice. Many Asian parents are hesitant to let their children pay for their insurance, worried about being seen as a burden. Both parents initially felt the same way.

Chua's role was to help the couple see that avoiding insurance would not remove risk from the family; all it did was shift a potentially larger burden onto their children later. "I believe most people want the best for their family," Chua shares. "The perspective then is to reframe what they are doing now versus if they were to change their mindset."

The parents eventually agreed and their daughter took on the premiums. A few years later, the mother was diagnosed with early-stage breast cancer. Because coverage was already in place, she was able to file a claim, and her daughter was able to bring her to a private hospital for a second opinion, while relying on government hospital coverage under the existing plan for her primary treatment. "They were glad that they took up the proposal back then," Chua shares.

Practical advice for advisors working with skeptical seniors

For younger advisors navigating similar resistance, Chua's advice starts with empathy rather than technique. "Have empathy and stand in the shoes of the clients. Ask questions and elicit responses more than trying to convince," he says.

He is also candid that progress with skeptical clients rarely happens quickly. Gaining their trust takes patience and a willingness to move step by step, allowing a client to gradually adapt until ready. Some clients open up to one form of financial planning, such as investments, before they are ready to revisit insurance. Chua treats that sequence as a sign of growing confidence rather than a detour.

Budget concerns remain one of the most persistent obstacles he encounters, and involving family members, where appropriate, often provides the additional support a client needs to move forward. Above all, Chua emphasises returning to the same starting point in every difficult conversation: identify the root of the skepticism first and only then decide what kind of coverage, if any, genuinely makes sense for that person's stage of life.

Contact: MDRTeditorial@teamlewis.com

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According to a 2025 MDRT survey, four in five Singaporeans already use Artificial Intelligence (AI) to independently manage aspects of their personal finances. Rather than replacing the need for professional advice from financial advisors, it is raising the expectations of it. An overwhelming 88% of respondents say AI has helped enhance the quality of financial advice they receive, while 55% say they would be more interested in working with advisors who use AI.

As clients increasingly access financial advice and make comparisons on their own, the work advisors do that carries greater weight for them is to understand what applies to their circumstances, identifying the questions that have not yet been asked, and taking responsibility for the decisions that follow.

Making information relevant

Financial concepts and recommendations can easily be looked up online in seconds. That does not necessarily mean clients will know how these relate to their own priorities, family situation or decisions ahead.

This is where AI can be a useful addition to an advisor’s toolbox, helping make unfamiliar subjects easier for clients to engage with, without losing sight of what matters to them personally.

Gerann Ngiam, a four-year MDRT member, experienced this while supporting a client whose elderly parents spoke only Mandarin. “Chinese isn’t my strongest language, but that shouldn’t become a barrier to helping someone. With AI, I was able to prepare my Chinese scripts and pitches, simplify my explanations and make sure I was communicating the right message. I could then explain concepts in a way that felt familiar to them–like comparing compounding to planting fruit trees,” he recounts.

Ngiam takes a similar approach to how he presents information to different clients. He uses AI to draft financial summaries, product comparisons and scenario analyses, adapting the format to the client rather than expecting every client to work through information in the same way. He also uses it to stress-test different scenarios and potential outcomes, helping clients understand how different decisions and assumptions could affect their financial plans.

“A high-net-worth client appreciated the side-by-side product comparison charts with different scenarios, which saved hours of work that I used to do on pen and paper. I also use AI to stress-test different scenarios with clients–looking at different assumptions, outcomes and what-if situations–so they can see how a plan might respond under different circumstances. Meanwhile, a young client asked if I could ‘explain in TikTok style’ how their retirement plan works. AI helped me script a short, fun explanation that he later shared with his peers as well,” he shares.

The underlying advice may be similar, but the route into the conversation can differ. Some clients may want to examine details and trade-offs before deciding. Others may first need a simple explanation of why a particular planning decision matters. AI can prepare these different formats, but you will still need to understand which one will help move the conversation forward.

Joyce Chan, an eight-year MDRT member with one Court of the Table qualification, applies similar thinking to her client communication. As someone who enjoys writing, she found that even a heartfelt and carefully considered message could be difficult for a client to absorb in full. “One of my clients jokingly asked me to summarize my lengthy, heartfelt message into an easy-to-digest point form. It was quite hilarious and got me doing ‘too long; didn’t read’ (TL;DR) versions of my messages moving forward, with AI’s help,” she shares.

Better questions lead to better conversations

AI can also help advisors identify where to probe further in client conversations.

When Chan meets a prospect whose occupation she is unfamiliar with, she uses AI to develop better starting points and questions to bring into the conversation. “This not only helps me to uncover insights into the financial planning aspect for this person, but also helps us relate better to clients, thereby building stronger relationships,” she observes.

For instance, understanding that a profession may involve variable income, overseas postings or career-specific benefits can help you explore whether these factors apply to the client, and how they may shape their planning priorities.

Chan also uses AI to revisit proposals developed through her own knowledge and fact-finding processes. She shares, “There will definitely be times when we wonder if what we are proposing to the client is the best option available. Inputting these proposals and asking AI for its input can help spot any blind spots we may have had.”

Used this way, AI can be a valuable tool for considering whether there are potential questions, trade-offs or gaps in information that still need to be examined. Using more specific prompts, such as “What have I not considered before making this recommendation?” instead of What should I recommend?”, can help keep the focus on testing and strengthening your own thinking, rather than outsourcing judgement. However, any output still needs to be checked and assessed against your own knowledge and your clients’ individual circumstances.

Exercise judgement when creating content

The same principle applies beyond one-to-one client conversations. AI has made it easier to create social media content and client-facing materials, but that makes the judgement behind those materials even more important.

Determining what is genuinely useful, appropriate for the audience and reflective of the standards of one’s practice is another way to demonstrate the value you bring.

For designer-turned-financial advisor and five-year MDRT member Jocelyn Woo, AI image tools do not replace creative judgement, but as a way to adapt and extend work she has already created. Similar to how she viewed platforms such as Adobe Illustrator and Canva as tools rather than the whole craft.

In practice, Woo uses AI tools mainly to create cartoon-style visuals or to edit and adjust poses in existing photos. For a recent event feature, instead of booking a new photoshoot, she used photographs she already had and adjusted the pose and framing to fit the layout she needed.

“Instead of generating something from nothing, it’s more about extending and stretching content I’ve already created. The same ‘transform what I have into something new’ instinct from my design training just shows up in a different medium now,” she shares.

Her approach offers a useful principle. Beyond using AI to generate material from scratch, consider how it can help you draw more value from work that already reflects sound thinking. For example, a well-developed client presentation could be reshaped into a concise follow-up summary, or a training document could become a more accessible resource for new team members.

Time saved should improve the client experience

When AI is used to make existing work more efficient, the question then becomes how that saved time is used. The productivity benefits of AI are well established, but in practice, the value lies in if you can do things differently with the capacity it creates.

Chan has seen AI improve efficiency across her team. “The staffing team is more productive and that lowers administrative costs. Advisors also move ‘faster’ across the administrative parts of the advisory process, allowing them to focus on more personalized interactions like prospecting, presenting and servicing,” she observes.

This gives you more capacity to focus on work where their presence and judgement matter, from preparing for important conversations to following up on changing circumstances and giving clients more considered attention.

Without that deliberate reinvestment, time saved can easily turn into more activity rather than better service. Look beyond hours saved and consider what clients or team members will experience differently as a result.

Trust remains the advisor’s responsibility

While AI can assist with preparation, communication and content, it cannot take responsibility for confidentiality or the advice ultimately given.

Ngiam is clear about where he draws the line. “To protect clients’ privacy, we do not put identifiers into AI, even if they are ‘paid and secured’ versions. We also credit AI in our work where needed, for example, if videos and images are AI-generated,” he notes.

He has found that transparency can also reinforce an advisor’s professionalism. “When presenting any information using AI, it’s important to mention it and explain why there is a need for it. I’ve found that this often helps position you as being a competent professional, rather than using AI because of laziness,” he stresses.

Woo takes a similarly careful approach. “Compliance and confidentiality always come first for me. I never give portfolio or product advice directly on social media, because every client’s needs and concerns are different and require proper individual customization, not a public post,” she emphasizes.

The same discipline applies when using AI in her work. “I never input client names or identifying details, since these are shared platforms. Instead, I work in situational terms, framing things such as ‘Client A’, ‘Client B’, ‘Client C’, so I can still get useful, specific guidance without compromising anyone’s confidentiality. AI can sharpen how I think and communicate, but it never gets access to who my clients actually are,” she adds.

As AI becomes more integrated into day-to-day work, maintaining clients’ trust remains the advisor’s responsibility. This means protecting client information and retaining accountability for the final advice.

That same responsibility shapes how AI should be used in practice. While the tools can make information easier to find, an advisor’s role is to make it relevant to each client, ask what still needs to be asked, and guide them through decisions that no tool can make on their behalf.

Contact: MDRTeditorial@teamlewis.com

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For many advisors, a walk-in interaction can appear too brief or too transactional to become a meaningful financial planning conversation. The client may only be completing an everyday errand or asking a quick question about protection, with no expectation of discussing their wider financial future. Yet Matthew Abraham, a two-year MDRT member, has learned that these moments can reveal bigger concerns beneath the surface, from protecting loved ones to creating the legacy a client hopes to leave behind. Abraham is an HSBC Life advisor who works through a hybrid bancassurance arrangement with SingPost, Singapore’s national postal service. The partnership gives customers access to financial advisory conversations at selected SingPost outlets, while HSBC Life provides the advisory support and insurance solutions.

“The hybrid bancassurance model allows me to combine the accessibility of a trusted community touchpoint with the value of long-term financial advice,” Abraham shares. “Being based in a SingPost outlet gives me the opportunity to meet people from different backgrounds in a natural, everyday setting.”

Lead with the person before touching on the product

Working through this partnership model, Abraham meets mass affluent and emerging affluent clients from a wide range of backgrounds. Those interactions are often facilitated by SingPost Financial Service Ambassadors, who identify customers who may benefit from a financial conversation and introduce them to Abraham. Yet an introduction is only the first step. A prospect may be open to a brief discussion, but not necessarily ready to consider recommendations or make decisions about their financial future.

Abraham’s approach offers a simple reminder for advisors working with low-intent prospects: an introduction does not equal readiness. The first conversation should create enough trust and relevance for the client to want a second one. Abraham patiently begins by understanding why they are there, asking thoughtful questions while listening carefully to their circumstances and priorities. This gives him a clearer sense of whether there are needs that clients may not have considered.

His opening questions are intentionally low-pressure, designed to ease into a conversation rather than launch into one. He might start with something as simple as, “How was the transaction with what you needed to get done at SingPost, all good?” or “Just wanted to take up a bit of your time to share some interesting insights.” Once initial rapport is established, he moves gradually into more reflective territory, asking questions such as, “When was the last time you looked at your financial plans?” or “Is there something in particular that you seem unsure about?”

Abraham's thoughtful sequencing makes each interaction feel relevant to that specific individual, instead of a targeted sales pitch. Only after building rapport and doing some initial fact-finding does he move carefully into deeper, more personal territory.

Sometimes sensitive topics also need to be reframed in a way that clients can more comfortably relate to, both present concerns and future uncertainties. He might ask, “Do you feel like working without a goal in mind currently doesn’t allow you to enjoy life to the fullest, or give you a clear sense of how promising the future could be?” or more directly, “Have you ever thought about what could be worse than being unwell in the hospital, such as being burdened by the bills that follow?” These are sensitive questions, but Abraham has found that when they are framed thoughtfully and delivered in a pleasant tone, clients tend to become more receptive rather than defensive.

In practice, this means resisting the urge to let a client’s current assets dictate the conversation’s depth. Advisors can begin with questions that uncover what the client is working toward, who they feel responsible for and what financial uncertainty they want to reduce. A client building a first retirement fund and one preserving generational wealth may require different solutions, but both need advice anchored in a clearly defined outcome.

Redefining success in the initial stages of conversation

One of Abraham’s biggest early challenges was overcoming the assumptions clients brought into a bancassurance setting. People entering a SingPost outlet often expected a straightforward postal service transaction, instead of a discussion about financial goals. Trust had to be established quickly, without making the interaction feel pressured or transactional.

Abraham changed his approach by removing the expectation that each introduction had to lead to an immediate recommendation. Rather than trying to cover every possible planning need at once, he focuses on leaving the client with one or two useful insights related to their own circumstances. This might mean helping them recognize a protection gap, think differently about retirement readiness or understand why a review could become more important after a major life event.

Clients may begin realizing their current coverage would not adequately support their dependents through a prolonged illness, or someone entering retirement age may recognize for the first time that their savings may fall short if left unaddressed for another few years. Even without an immediate decision, the client leaves the conversation with a comprehensive picture of where they stand.

“Over time, I realized that the key was not to try to have every discussion end with a sale,” Abraham shares. “Instead, I shifted my focus towards understanding each client’s needs, listening more than speaking and providing value through education.”

This also shapes how he wraps up an initial conversation. If a client is not ready to proceed, Abraham does not create artificial urgency. He makes sure the client understands the issue discussed, gives them space to consider it and keeps the door open for a follow-up conversation. Periodic check-ins then allow him to reconnect with relevant information rather than a generic sales message. Clients who were not ready at first sometimes returned after their circumstances changed. Others referred family members and friends after experiencing consistent support and straightforward guidance. Abraham learned that credibility could only be nurtured through sincerity and timely follow-through.

Helping clients regain their financial footing.

Abraham’s patient, needs-based approach becomes especially important when a client’s circumstances change suddenly. One experience that has stayed with him involved a client who was going through a divorce. During her marriage, her former husband had managed most of the household’s financial matters, including its insurance policies. Following the separation, she found herself making important financial decisions independently for the first time and felt understandably overwhelmed.

Rather than moving straight into recommendations, Abraham began by helping her make sense of what she already had and where she now stood. Together, they reviewed her existing policies, identified coverage that remained relevant, highlighted gaps created by her changed circumstances and prioritized the protection and planning needs that required attention.

“More importantly, I wanted her to feel confident and empowered to make informed decisions,” Abraham shares. “I took the time to explain each recommendation in simple terms so she understood not only what we were doing, but why it was appropriate for her situation.”

As the client became more confident in managing her own financial affairs, the relationship moved into a regular review rhythm, keeping pace with her evolving needs. This experience reinforced Abraham’s belief that meaningful advice sometimes starts with reassurance, then remaining present and available as clients move through life’s changes.

Staying connected with a service rhythm clients can rely on

After nearly a decade in the industry, Abraham has developed a client base of over 2000 individuals and recognizes that strong service cannot depend on memory alone. He segments clients according to life stage and financial needs, allowing him to schedule relevant annual or semi-annual reviews, policy anniversaries and conversations around important life events.

Outside formal reviews, he shares relevant updates, checks in when major changes occur and remains responsive when clients need help with questions or claims. Technology and disciplined time management support that process, but the goal remains human. Clients should feel supported throughout their financial journey beyond the point of purchase.

For Abraham, a walk-in interaction may be brief, but its impact does not have to be. When advisors lead with service rather than urgency, even a brief walk-in conversation can become the start of a relationship built to last.

Contact: MDRTeditorial@teamlewis.com

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A post office may not seem like the obvious place to build a lasting financial advisory practice at first. Matthew Abraham shares the habits that help him turn low-intent walk-in interactions into long-term client relationships.

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Please see below for a summary of this presentation's most valuable takeaways, as created by MDRT's AI knowledge assistant ChatMDRT:

Shane E. Westhoelter’s central message is that building a high-income firm starts with purpose, discipline and scale — not just sales ability. His story begins with a $10,000 death claim delivered early in his career, which shaped his belief that financial services is really about helping people preserve dignity when it matters most. For experienced financial advisors, that is the first major takeaway: define your work in terms of the client outcome, not the product. Westhoelter reframes insurance, planning and retirement conversations around dignity, options, legacy and protection against the unexpected. That kind of language creates stronger emotional connection and clearer differentiation.

A second key takeaway is that growth requires surrender. Westhoelter calls this “give up to go up.” Advisors who want to build beyond a personal practice must segment everything they do, not just clients. They need to decide what only they should handle and what can be delegated. That includes mail, emails, calls, paperwork and follow-up. Letting go of control is difficult, especially for high-performing personalities, but necessary if the business is to scale. His point is clear: if you keep everything, you cap your own growth.

Third, mindset matters as much as strategy. Westhoelter repeatedly stresses optimism, resilience and grit. He argues that success comes less from avoiding setbacks and more from learning through them. Winners focus on where they are going, while others focus on what they are going through. For veteran advisors, this is a reminder that sustained performance depends on mental discipline. A strong attitude helps leaders withstand criticism, adapt to change and continue moving after disappointment.

Fourth, authenticity is a growth strategy. Westhoelter urges advisors to be real, vulnerable and true to their “why.” Clients and team members are drawn to sincerity. He also stresses attracting the right people rather than merely accepting available people. He built his team by finding people who complemented his weaknesses and amplified his strengths, then placing them in the right roles. Leadership, in his view, means inspiring others, giving away credit and accepting blame.

Fifth, focus and time management are nonnegotiable. Westhoelter emphasizes mission statements for both life and business, along with visible goals such as dream boards. He also strongly advocates time blocking. His red, yellow and green system reflects intentional use of time: protected personal time, productive value-creating time and flexible time. His broader lesson is that if advisors do not control their calendars, other people will.

Sixth, teamwork and succession are essential to scale. He compares leadership to a quarterback or orchestra conductor: your role is to direct, trust and empower others, not do every task yourself. In the discussion, he explains how his firm develops younger advisors through structured training, seeds them with clients and pairs them with senior advisors for succession. He also describes using equity purchases and long-term transitions to motivate experienced advisors while preserving continuity for clients.

Finally, branding is more than logos. Westhoelter sees brand as how you dress, speak, show up and describe your value. Consistent language, visual identity and memorable phrases help advisors become known and trusted. His overall message to experienced advisors is that meaningful scale comes from purpose-driven positioning, disciplined delegation, strong culture, intentional succession and relentless focus.

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When Joanne Lai entered the industry just months before the Global Financial Crisis hit in 2008, she inherited more than 200 client portfolios that were deep in the red. Their previous advisor had left, and the clients were looking for answers about why their money had disappeared.

“I spent the next few years nursing those portfolios back to positive, one relationship at a time,” she recalls.

For Lai, an 11-year MDRT member with 10 Court of the Table and eight Top of the Table qualifications, those early years showed what is at stake when markets fall. Beyond watching a number on a statement, clients are wondering whether they can recover, retire as planned or meet their commitments.

Today, Lai and her team serve a few hundred clients in Singapore, mainly high-net-worth and ultra-high-net-worth individuals, including business owners, philanthropists and second-, third- and fourth-generation inheritors. Together, they oversee more than S$400 million in investments.

Wealth brings greater complexity

For clients with significant wealth, the challenge is rarely limited to investment returns. Their assets may span businesses, jurisdictions, currencies and generations. They may also be considering succession, family governance, liquidity, protection, philanthropy and the responsible transfer of wealth.

“The real question is seldom simply, ‘How can I earn a higher return?’” Lai shares. “It is more often, ‘What is this wealth for, whom should it serve, and how can it remain meaningful beyond my lifetime?’”

From her experience, Singapore remains a trusted international wealth center, but clients are increasingly navigating challenges such as geopolitical tensions, volatile markets and growing cross-border considerations. Many families are also approaching succession without a fully prepared next generation.

The questions she hears most often include:

Will my assets remain sufficient if markets fall sharply?

How much liquidity should I hold?

Am I overly concentrated on my business, property or one market?

How should I transfer wealth without creating dependency or family conflict?

How can I preserve our family’s values alongside its financial capital?

How can I protect myself from making the wrong decision during uncertainty?

For younger inheritors, there is often another question: What am I meant to do with the wealth I have received? “They are not merely looking for financial freedom,” she notes. “Many are searching for purpose, identity and a responsible way to use capital.”

These are considerations Lai understands personally. After achieving financial freedom, she set up her own family and philanthropic trust at 30. As a high-net-worth individual herself, she has built an affinity with clients who are thinking about legacy, perpetual trusts, multi-generational planning and philanthropy.

A resilient portfolio is built around what clients need

With AI tools making it easier for clients to analyze and critique portfolios, Lai sees many trying to understand new technologies, models and investment opportunities.

Still, she cautions against over-allocating or over-leveraging to chase these trends.

“The fundamentals still apply. Risk management first, position-sizing discipline and portfolios that can withstand being wrong,” she shares.

To her, a resilient financial plan is not one that never experiences losses. It is one that allows clients to meet important obligations and continue pursuing long-term goals despite a market decline, business interruption, illness, reduced income, or an unexpected family event. “It must be flexible enough to handle a volatile environment, and designed to lose less when markets are down, not just chase upside when they’re up due to fear of missing out,” she notes.

When geopolitical conflicts broke out in early 2026, Lai team’s portfolios lost less than one-third of the broader market decline, while still achieving a double-digit gain from January to May during that period. Clients congratulated her team for preserving their wealth during a difficult period.

The starting point she advises is to separate capital according to its purpose: immediate liquidity, lifestyle security, long-term growth, opportunity capital and legacy or philanthropic capital. Money required in the next two years should not be managed in the same way as capital intended for the next generation.

When clients know their short-term needs are protected, they are usually better able to tolerate fluctuations in the long-term portion of their portfolio. “During volatile markets, advisors sometimes focus too heavily on investment selection. What can be overlooked are cash flow, protection, debt, estate planning, family communication and the client’s emotional capacity to remain invested,” she shares.

Helping clients make decisions when markets are volatile

Lai often sees clients focus on returns or chase the latest trends without fully considering how much volatility they can withstand. After a significant fall, they may be left trying to recover losses rather than growing their portfolios steadily, sometimes delaying plans to retire early.

One common misconception is that doing something immediately is always better than doing nothing. Taking action can give clients a temporary sense of control, but emotionally driven decisions can permanently crystallize losses.

She addresses this early by walking clients through a simple concept. A 50% loss requires a 100% gain to break even, not a 50% gain. For this reason, she believes there is little sense in speculating on investments offering very high returns if the volatility is too high for the client to stomach.

She also addresses the assumption that cash carries no risk. Cash provides stability but holding too much for too long exposes clients to inflation and the risk of missing a market recovery.

Similarly, a good portfolio is not one that never falls. She reminds clients that volatility and permanent loss are different. A temporary decline in a diversified portfolio may be uncomfortable, but being forced to sell, holding a permanently impaired asset, or failing to meet an obligation can be far more damaging.

When anxiety begins to influence a client’s decisions, Lai starts by listening. “Fear is often not really about the percentage decline shown on a statement,” she observes. “It may be fear of losing retirement security, disappointing one’s family, repeating an earlier financial mistake or losing control.”

She then brings the conversation back to the facts, asking questions such as:

What is this money intended to accomplish, and when will you need it?

How much liquidity would allow you to sleep well for the next 12 to 24 months?

Has your long-term objective changed, or has only the market price changed?

If markets recovered after you sold, how would that affect your long-term plan?

“The advisor’s role is not to tell clients simply to ‘stay calm’,” she emphasizes. “We must make calmness possible by showing them the numbers, their liquidity runway, the relevant scenarios and the consequences of each available decision.”

Trust is built when the plan is tested

Lai has seen how a structured plan can change not only a client’s financial position, but also their relationship with investing.

A client of hers had invested on her own in some shares. She initially made six figures in profits, but lost those gains when the market fell, along with a further six-figure amount. She was constantly checking her portfolio and worried that she would never recover or be able to retire. While she had annuities, the returns were too low to support the lifestyle she wanted.

Today, that client has fully recovered from her losses. She is retired, receives a six-figure annual income from her investments, and no longer feels the same anxiety around market volatility.

“What changed wasn’t just her portfolio’s performance,” Lai notes. “It was moving from self-directed, reactive trading to a structured plan she could trust. One where the anxiety wasn’t hers to carry alone anymore.”

For Lai, uncertain periods can create opportunities for clients, provided the portfolio is built to withstand the drawdown first. They are also the periods when an advisor’s value becomes clearest. “Anyone can manage a relationship when markets are up. Uncertainty is where an advisor actually proves their value,” she shares.

She describes this as generating a Return on Relationship. “Financial returns matter, but so do trust, continuity, access, sound judgement and the confidence that someone will remain beside the family across different seasons. Strong relationships create enduring value for both the client and the practice,” she notes.

While AI can analyze faster, model better and process more information. Lai believes it cannot replace the human part of the work. “What it cannot do is sit across from a client who just lost a six-figure sum and hold their fear with them,” she shares. “It cannot earn the kind of trust that makes a family bring you their children and grandchildren.”

“Competency without character is dangerous. Character without competency is ineffective. Clients need both – an advisor skilled enough to deliver results, and principled enough to be trusted with everything they’ve built,” she adds.

The same discipline supports a sustainable practice

The principles she applies to client portfolios have also shaped her own practice. Her monthly Assets Under Administration (AUA) top-ups have grown from S$10,000 to S$100,000, then S$1 million and, over time, S$10 million. Each stage required a different level of discipline and trust-building, not simply more of what had worked before.

“That trajectory doesn’t happen without clients staying through downturns because the plan held up,” she stresses.

A sustainable practice, in her view, cannot depend on one advisor’s personality or constant selling. It needs a capable team, documented processes, sound governance and a culture where clients’ long-term interests remain central.

She structures her fees around performance rather than a flat Asset Under Management (AUM) model, aligning her incentives with client outcomes rather than asset size. Her team is built around shared values: ethics, faith and vision alignment, active learning and generosity, alongside technical skill. “A sustainable practice gives us more than financial capacity,” she shares. “It gives us the time, people, knowledge and organizational strength to contribute meaningfully.”

For her, giving back includes helping churches, charities and philanthropic organizations steward their resources more effectively, mentoring the next generation of advisors, and helping clients and families think more intentionally about the impact their wealth can create.

She believes philanthropy should be more collective, collaborative, consistent and strategic. When giving is incorporated into a family’s financial and legacy planning, it can move beyond sporadic donations towards sustainable impact. It can also involve younger family members in decisions and help them develop a sense of responsibility around inherited wealth.

Lai also recently launched Two Copper Coins, a donor-directed investment account that helps clients generate excess returns to give to causes they care about. It is currently funding seven charities and churches. She adds, “giving shouldn’t wait until you’ve ‘made it’. It should start with what you have, when you have it.”

For Lai, building resilient client portfolios and building a sustainable practice are closely connected. Both depend on taking the long view: managing risks carefully, making decisions with purpose and staying present when clients need support most.

Contact: MDRTeditorial@teamlewis.com

d2:T753,

Joanne Lai unpacks the discipline behind building resilient client portfolios, and how it supports a sustainable practice, stronger client relationships, and giving that lasts.

d3:T5a1,

Abhay Ramdas Kulkarni shares how continuous learning helps financial advisors stay ahead of economic changes, understand clients’ evolving needs and deliver personalized strategies that support their long-term financial security.

d4:T455,

Glen Dasig, an 11-year MDRT member, built a successful part-time financial advising career alongside his corporate role. By focusing on select families and business owners, building long-term relationships, and leveraging a strong support system, he has been able to grow a sustainable practice while balancing the demands of his corporate career. He shares how financial advising has shifted his definition of success—from simply climbing the corporate ladder to finding greater purpose in helping others.

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