Careers in financial advice rarely follow a clearly defined or linear path. Unlike professions with structured ladders and predictable milestones, progression in advice is often shaped by a combination of opportunity, timing, relationships, and the ability to adapt within a business.
In a conversation between James Wrigley and Paul Cupic, a financial advisor at First Financial, this reality becomes clear. Rather than presenting a neatly packaged career trajectory, the discussion reveals how advisors actually develop in practice—starting from entry-level roles, gradually building experience, navigating different firm environments, and eventually stepping into ownership and leadership.
What stands out is that success in financial advice is not driven by a single breakthrough moment, but by consistent progression over time, often through circumstances that are not planned in advance.
Like many advisors entering the profession, Paul Cupic did not begin with a clear intention of becoming a financial planner. He initially enrolled in a general commerce degree, unsure of which direction he would take.
It was only through exposure to financial planning subjects at university that he discovered the profession. What drew him in was the combination of technical problem-solving and client interaction. Unlike traditional finance or accounting roles, which can be more transactional, financial advice offered something more relational—an ongoing engagement with people.
Importantly, he had no prior exposure to the industry. He did not know advisors personally, nor did he fully understand what the role involved before studying it. His decision to pursue the career was largely driven by interest developed during university, rather than a long-standing plan.
Breaking into the industry followed a very typical path. After finishing university—and even taking time to travel—Cupic returned and applied for entry-level roles through job platforms like SEEK.
His first position was a client service role in a small suburban practice. This is a critical insight into how most advisory careers actually begin: not at the advisor level, but in support roles.
In the early stages, the work was highly operational. Tasks included repetitive research, calling superannuation funds, handling insurance applications, and assisting with implementation. These responsibilities, while often seen as basic, provided exposure to the full advice process.
Over time, he progressed through different functions—moving from administration into more technical work and eventually attending client meetings. In a small business environment, this progression happened relatively quickly, partly out of necessity. With limited staff, responsibilities had to be shared, and junior team members were pushed into broader roles earlier than they might be in a larger firm.
Working in a small practice early in his career provided both advantages and challenges. On one hand, the lack of structure meant Cupic was exposed to all aspects of the business. He was involved in everything from administration to client meetings, gaining a holistic understanding of how advice is delivered.
On the other hand, this environment required a high level of independence. There were fewer formal processes, limited training systems, and less support compared to larger firms. Much of the learning came through direct experience—figuring things out rather than following structured guidance.
Interestingly, this lack of structure accelerated his progression. Within approximately two years, he was already acting as an advisor, supported by practical experience rather than formalised pathways like today’s professional year requirements.
After several years in a small practice, Cupic transitioned to First Financial—a larger, more structured business. This move marked a significant shift in how work was done.
Unlike the small firm, First Financial provided access to defined systems, operational support, and specialist teams. There were clearer processes, more resources, and a stronger team dynamic. Advisors no longer needed to handle every aspect of the business themselves.
However, this transition was not driven by a traditional job search. Instead, it came through exposure to James Wrigley’s content on LinkedIn. After following his posts and seeing a job opportunity shared online, Cupic applied and joined the firm.
His initial role was not to build his own client base, but to support an existing one. He was brought in to manage a book of clients while another advisor was on maternity leave. His primary objective was simple: maintain relationships and ensure that no clients were lost.
This highlights a key feature of advisory careers—progression often comes through opportunity rather than design. By performing well in this temporary responsibility, Cupic positioned himself to take on additional clients as opportunities arose.
As his role evolved, Cupic began building his own client base. This did not happen through a single strategy, but through a combination of sources.
Client referrals played a major role, particularly as relationships strengthened over time. In addition, newer channels such as social media began contributing leads, with prospective clients booking introductory calls through online platforms. Professional networks, including accountants he had worked with previously, also generated referrals.
However, what stands out is that growth was not driven primarily by marketing tactics, but by the nature of client relationships.
Cupic emphasises that initial meetings are less about demonstrating technical expertise and more about establishing a connection. He frames the advisor-client relationship as a long-term partnership, focusing on building trust early rather than immediately presenting solutions.
This relational approach compounds over time. Clients become more engaged, referrals increase, and the advisor’s reputation strengthens organically.
One of the strongest themes from the conversation is the personal nature of financial advice.
Client meetings often extend beyond financial discussions, incorporating conversations about family, lifestyle, and personal experiences. Advisors also share aspects of their own lives, creating a more balanced and human interaction.
Over time, this dynamic becomes reciprocal. Clients remember details about the advisor’s life, ask follow-up questions, and engage in conversations that go beyond purely financial matters.
This two-way relationship is a key driver of client retention. When trust and connection are established, clients are more likely to remain engaged over the long term, regardless of market conditions or short-term outcomes.
A major milestone in Cupic’s career was becoming a shareholder in First Financial. This opportunity did not come through a formal application process, but through being identified within the business and invited to participate.
The process involved being offered the opportunity to purchase shares, with part of the investment funded personally and the remainder financed through a loan. Dividends generated by the business are then used to service this loan over time.
While the financial structure is important, the more significant change is psychological. Ownership creates a stronger sense of accountability and encourages a broader perspective on the business. Advisors begin to think not just about their own clients, but about how the firm operates and how it can improve.
Even for someone already engaged in their work, having “skin in the game” reinforces a more proactive and long-term mindset.
As advisors progress, their role expands to include mentoring others—particularly those completing their professional year.
Cupic describes a structured but practical approach to development. This includes observing meetings, role-playing scenarios, gradually presenting sections of advice, and eventually leading entire client interactions.
However, learning does not stop after qualification. Even experienced advisors regularly seek input from colleagues, discuss scenarios, and collaborate within teams. The presence of a broader support network—whether through internal teams or informal discussions—plays a critical role in ongoing development.
This reinforces the idea that financial advice is not an individual profession, but a collective one, where knowledge is shared and continuously refined.
The contrast between small and large firms highlights an important career consideration.
Smaller practices offer broad exposure and rapid learning, as individuals are required to handle multiple aspects of the business. Larger firms provide structure, support, and specialisation, allowing advisors to focus more deeply on specific areas.
Rather than one being better than the other, they represent different stages of development. Early exposure to a wide range of tasks can build foundational skills, while later experience in a structured environment can enhance efficiency and scalability.
Career progression often involves moving between these environments, gaining different perspectives along the way.
For Cupic, the next stage of progression is moving toward a principal or leadership role within the firm. This represents a shift from managing clients to helping guide the business itself.
Importantly, this stage builds on everything that came before it. Technical skills support client trust, relationships drive growth, and growth creates opportunities for leadership.
Career progression in financial advice is therefore cumulative. Each stage develops capabilities that enable the next, rather than representing a series of disconnected steps.
The journey into financial advice may begin with technical education, but long-term success is shaped by experience, adaptability, and relationships.
Rather than following a fixed path, advisors progress by taking opportunities as they arise, building trust with clients, and continuously expanding their role within a business.
In many ways, this mirrors the advice process itself. Just as clients work toward long-term goals through incremental progress, advisors build their careers in the same way—step by step, relationship by relationship.
Financial advice, ultimately, is not just a profession defined by knowledge. It is one defined by growth—both for clients and for the advisors who guide them.