Entering the financial advice profession is often described as a structured journey—complete a degree, gain experience, pass the required exams, and progress into an advisory role. In reality, however, the transition from graduate to practicing advisor is far more nuanced. It is shaped not only by technical knowledge, but by confidence, client relationships, and the ability to apply theory in real-world situations.
Nathaniel Johnston’s early career in financial advice illustrates this progression. Now an advisor at First Financial, his journey reflects the modern pathway into the profession—one that combines education, hands-on experience, and gradual exposure to client responsibility.
Like many students, Johnston did not begin university with a clear career path in mind. Completing a combined commerce and economics degree, his direction only began to crystallise after securing an internship in wealth management during his studies.
This early exposure proved pivotal. Rather than waiting until graduation, he entered the industry while still studying—gaining practical experience and insight into how financial advice operates day-to-day. This experience not only confirmed his interest in the field, but also provided a clear advantage when transitioning into a full-time role.
The lesson is a simple but important one: early industry exposure can significantly accelerate career clarity and development. For aspiring advisors, practical experience often provides more insight than academic study alone.
Johnston’s initial roles were heavily focused on the technical side of advice, including paraplanning and strategic analysis. This foundation played a critical role in shaping his capability as an advisor.
Working on complex client scenarios—ranging from defined benefit schemes to tax strategies and restructuring—developed both depth of knowledge and problem-solving skills. Importantly, it also provided confidence in areas where outcomes could be clearly demonstrated, such as tax savings and structural improvements.
This technical grounding became a key differentiator later in his career. While many early-stage advisors focus primarily on client interaction, a strong understanding of strategy allows for more meaningful and impactful advice.
The move from technical roles into a client-facing position represents one of the most significant shifts in an advisor’s career.
At First Financial, Johnston entered as an associate advisor—a role that functions as a bridge between technical work and direct client engagement. Unlike paraplanning, where tasks are often completed in isolation, the associate role requires constant coordination across multiple stakeholders, including advisors, clients, paraplanners, and operations teams.
This environment introduces a new set of challenges. Time becomes fragmented, priorities shift rapidly, and the ability to manage multiple workflows simultaneously becomes essential. For Johnston, adapting to this dynamic required both organisation and flexibility—skills that are critical in any client-facing advisory role.
At the same time, the role provided exposure to investment advice and client communication, areas that had been less prominent in his earlier experience. This gradual expansion of responsibilities allowed him to build confidence across all aspects of the advice process.
The Professional Year (PY) is designed to prepare aspiring advisors for full authorisation. However, as Johnston’s experience highlights, completing the program does not automatically translate into confidence.
While the structured learning, assessments, and practical requirements provide a solid foundation, the transition to becoming the primary advisor for clients introduces a new level of responsibility. Managing client relationships, making recommendations, and being accountable for outcomes can initially feel overwhelming.
This “readiness gap” is a common experience. Even with strong technical skills, many new advisors encounter a degree of imposter syndrome when first stepping into the role.
What bridges this gap is not additional study, but experience—particularly through gradual exposure to client interactions and decision-making.
One of the key strengths of Johnston’s progression was the structured approach to becoming an advisor.
Rather than moving abruptly into a fully independent role, he transitioned gradually by taking over existing clients from a senior advisor. This process involved attending meetings together, progressively leading discussions, and eventually becoming the primary point of contact.
This approach offers several advantages:
In many cases, clients are not only comfortable with this transition, but supportive of it—recognising their role in the advisor’s professional development.
This highlights an important insight: client relationships are not solely transactional. When trust is established, clients often value continuity and are willing to support the growth of their advisor.
Beyond technical expertise, effective financial advice relies heavily on communication and relationship-building.
Johnston’s approach to client engagement is grounded in simplicity and clarity. Rather than immediately providing solutions, he focuses on understanding client objectives—asking what they want to achieve and why. This reframing often shifts the conversation from products and strategies to personal goals and priorities.
This approach serves two purposes. First, it ensures that advice is aligned with the client’s values. Second, it builds trust by demonstrating genuine interest and understanding.
In more complex scenarios—such as working with business owners or high-income professionals—the ability to simplify technical concepts becomes particularly important. By translating complexity into clear, actionable insights, advisors can reinforce their credibility and strengthen client confidence.
A recurring theme in Johnston’s journey is the relationship between competence and confidence.
Early in his advisory career, concerns about age and perceived experience were present—particularly when working with older or more established clients. However, these concerns diminished as he demonstrated capability through clear explanations, sound strategies, and effective communication.
Confidence, in this context, is not derived from tenure, but from the ability to deliver value. When clients see that their situation is understood and improved, trust follows naturally.
Another critical factor in Johnston’s development has been the support structure within the business.
From mentorship by senior advisors to access to investment committees and internal processes, this support reduces the pressure on individual advisors and ensures consistency in advice quality. It also enables newer advisors to focus on client relationships, knowing that technical and investment decisions are backed by robust frameworks.
This collaborative model reflects a broader shift in the industry—from individual advisors operating independently to team-based advice delivery.
While still early in his career, Johnston’s long-term aspirations reflect a common trajectory within the profession.
Beyond developing as an advisor, there is an interest in progressing toward ownership and leadership within the business. However, this progression is viewed as a gradual process—requiring continued experience, capability development, and consistency over time.
At the same time, personal factors—such as family and life changes—play an important role in shaping career decisions. Balancing professional growth with personal priorities is an ongoing consideration, particularly in a profession that demands both technical expertise and strong client relationships.
Nathaniel Johnston’s journey highlights the realities of entering and progressing within the financial advice profession.
While education and formal pathways provide the foundation, true development occurs through experience—working with clients, navigating complexity, and building confidence over time.
Several key themes emerge:
As the profession continues to evolve, these elements will remain central to developing the next generation of advisors.
Ultimately, becoming an effective advisor is not defined by a single milestone, but by a continuous process of learning, adaptation, and growth—one client relationship at a time.