Produced By: Ensombl
In the bustling heart of Melbourne’s CBD stands the head office of Rising Tide, a financial planning practice that mirrors the city’s dynamic spirit. Rising Tide’s name, however, says much more than mere location or marketing. It signals an entire philosophy: the belief that clients, staff, and stakeholders can all benefit when the tide of financial literacy and ethical advice lifts everyone. At the helm of Rising Tide is Matt Hale—a dedicated leader whose personal story, career journey, and unwavering commitment to professionalism and ethics underscore every decision he makes.
I had the opportunity to speak with Matt Hale for this article, after initially meeting him alongside many notable Melbourne-based financial advisors. It was a conversation that covered the bedrock of Rising Tide’s success: a focus on consistent client value, a people-first mentality, and a cultural framework that respects ethics and compliance just as deeply as it does profit and innovation. Hale’s narrative took us from his formative years in Melbourne’s eastern suburbs, through his earliest experiences in advice, and into the philosophy underpinning his leadership at Rising Tide.
Below is a deep dive into Matt’s professional journey, Rising Tide’s evolution, and how a blend of personal integrity, well-structured systems, and strong ethical standards can build a thriving financial advice practice. This story is not only about the nuts and bolts of delivering financial planning—it is also about the heart and soul of doing so responsibly, compassionately, and sustainably.
One of the many surprising facts about Matt Hale is his uncommonly linear career path. By his own telling, “I’ve really had just one job.” He started at Rising Tide as a part-time staff member while still studying a Bachelor of Commerce at Deakin University (with a financial-planning-approved major). Once he graduated, he committed to a full-time role at the fledgling practice, then eventually rose to become its owner and Chief Executive Officer.
Yet the story behind that near-accidental beginning at Rising Tide is worth sharing. Hale joined when the practice was founded by Chris Brown, who advertised a role at Deakin that was more about character fit than technical skill. Hale recounts:
“It said if you’re young, you want to work with people, you love travel, you love footy—that kind of thing. Didn’t even really say what it was about. But I thought, ‘Yeah, that’s me.’”
It was 2007. Hale took a shot, wore some now-infamous white leather shoes to the job interview, and began working part-time in what was then a largely old-school insurance and superannuation practice. Though he started “sweeping the sheds,” as he puts it, he was also included in client meetings from day one. The trade-off was simple: He could attend as many client meetings as he liked, provided the administrative tasks got done. He delivered. So much so that by mid-2009, Hale was authorized to provide his own advice to clients—right in the midst of the Global Financial Crisis (GFC).
Though a trial by fire, the GFC gave Hale his first major lessons in ethics and professionalism. He saw first-hand the damage of poor advice and unaligned products, such as frozen funds and problematic agribusiness schemes. Above all, he learned that leadership in a crisis often means urging clients to stand fast rather than panic. When many wanted to switch to cash, he and his team refused to deviate from long-term investment fundamentals.
“That conversation was so emotive,” Hale says, “but the numbers and history showed it was bound to bounce back. If people insisted on dumping everything into cash, we had to consider whether we could remain their advisor.” For Matt Hale, this moral stand was both a business lesson and an affirmation of his role as a guardian for each client’s financial future.
Matt Hale’s success in the advice profession cannot be separated from his personal life. Growing up in a close-knit family, he witnessed his father devote 50 years of service to a single company—ironically, a liquor enterprise, despite his father being a teetotaler. More poignantly, his mother battled cancer for much of Hale’s youth, ultimately passing away when he was in his 20s. Such an experience shaped his view on financial resilience, insurance, and the need for supportive networks.
“It’s a horrific part of my story, but it also taught me so much,” he reflects. “People always say life expectancy is 80 or 90. But when you’ve seen a loved one pass away at 54 after a protracted illness, your lens changes. You realize the importance of being protected, the importance of doing things now. You can’t take a single day for granted.”
That worldview permeates Rising Tide’s approach to planning. Insurance, for instance, is a non-negotiable point of conversation with new clients. If a prospective client outright refuses to address insurance, Rising Tide typically prefers not to proceed. The result is a practice that captures everyday families, mostly in their 30s, 40s, or early 50s, who appreciate having foundational financial well-being. The product of that approach can be seen in Hale’s recollection of a recent claim: a $56,000 trauma payout to a client who, years after taking out a policy, developed severe skin cancer. The client eventually recovered, but the claim allowed her to repay costs incurred during her treatment—financial peace of mind during a health crisis.
“It’s emotional to see that,” Hale says. “But it’s proof that insurance is not just another product; it’s the bedrock of ethical advice for families.”
Having started in 2005, Rising Tide is celebrating nearly two decades in business. Hale marks the practice’s life in three distinct phases:
One noteworthy aspect in its evolution is the rebranding story. The firm recognized early that its client base comprised people in the prime of their careers—“a rising tide.” Clients who were building young families, establishing careers, and aspiring to bigger goals. The name was an apt metaphor: “A rising tide lifts all boats.” For a firm that invests in long-term client relationships, it was a deeply resonant message.
Today, Rising Tide’s client base still skews younger than the industry average—91% of its fee-paying clients are under 54 years old. Typical client scenarios include young professionals with growing families or single-income households wanting to structure debt efficiently, save for future expenses, manage risk, and keep momentum in wealth building. According to Hale, “We do more to help families go from good to great than you might see in a retiree-focused firm.”
The integrated model is a hallmark. Rising Tide seamlessly blends financial advice and mortgage broking into a single process. Here’s how it works:
The result is a practice that offers a “one-stop shop” for families who want a robust, ethically managed financial framework. “There’s huge value in that synergy,” Hale says. “We can see a client’s whole situation and help them systematically, from estate planning referrals to mortgages and insurance. It’s efficient, consistent, and fosters accountability.”
An eye-opening aspect of Hale’s leadership is his willingness to share the practice’s difficulties—particularly the period 18 months ago when Rising Tide underwent a dramatic reduction in staff. They shrank from a headcount of 27 to the mid-teens, discontinued their accounting business, cut back from four mortgage brokers to one, and reduced the number of remote support staff.
This was a painful but necessary recalibration. “We discovered we were adding people to fix processes,” Hale recalls, “but it was creating more complexity.” Overlapping roles, inconsistent accountability, and a diffusion of responsibilities led to confusion and higher cost to serve. As part of the reset, Rising Tide also expanded the roles of technology providers who helped them streamline processes.
Dean Lombardo of Effortless Engagement and David King of Tribal Habits were pivotal in guiding the staff transition. Lombardo helped Rising Tide realign brand identity and ensure that staff were working effectively; King’s approach to referral strategy reinforced how crucial it is to home in on the “ideal client” and train staff to make the right introduction every time.
Crucially, Hale shows no regrets: “I’m proud we did it, because we ended up with a more sustainable practice. Even if it felt like a giant step backward, we could then move forward much more quickly. When it was done, we actually grew revenue and stabilized profits. Our culture got stronger in the process, and so did our client experience.”
Whether dealing with staff or clients, Rising Tide strives for honest, clear conversation. Internally, they run triannual reviews that incorporate peer feedback, self-reflection, and a formal performance discussion. Hale emphasizes that the feedback is no longer anonymous:
“We asked the team if they would be comfortable sharing open feedback, and they said yes. They want to know where it’s coming from—who said it. That fosters a real culture of direct, respectful conversation.”
Externally, Rising Tide uses short videos and recorded online meetings (via Microsoft Teams) to keep clients fully informed. From quoting fees with digital proposals to maintaining open lines for advice, the firm wants clients to know exactly where they stand.
Rising Tide is conscious that the cost of maintaining a licensed financial advice firm in Australia has risen significantly in recent years. From regulatory obligations to the new Code of Ethics, the environment is rigorous. In 2024, the firm will move its license from AMP to Entirety—part of the AZ NGA group under Paul Barrett.
Hale welcomes the new compliance structures, citing the advantage of modern technology and data integration. But behind every compliance procedure is an unwavering stance: the client’s best interest is paramount. “I’m proud of where we land on compliance,” Hale notes. “We want to be thorough while staying empathetic and consistent. We do not let compliance overshadow the humanity in the conversation.”
Rising Tide’s internal code references “trademark behaviors”:
Hale is candid that these values were tested when the practice had to downsize; care and empathy meant ensuring fair treatment of each staff member, while “the right conversations” meant some very tough discussions. Ultimately, though, facing those decisions head-on improved staff morale and re-centered the business on the approach that had always made it successful: a supportive, client-first environment.
Hale’s biggest crusade is ensuring no household is left financially exposed. Echoing the tragedy in his own background, he sees insurance as a moral duty. If a client refuses insurance discussions, Rising Tide is unlikely to continue the engagement. It is a stark but honest stance:
“I think the best measure of ethical advice is whether you can watch a client decline insurance, despite clear risk, and just keep going. We can’t. We have to bring it up, keep it on the agenda, or part ways respectfully.”
This is not about product pushing—it’s about safeguarding families. A consistent approach to estate planning, superannuation, monthly investments, and emergency buffers completes the picture.
One key theme in our conversation was the search for an ideal “Associate Advisor.” Rising Tide wants to bring on more junior advisors or recent Professional Year (PY) graduates into a structured growth path—one that mirrors Hale’s early days under Chris Brown. The role involves administrative support for an experienced advisor, extensive shadowing of client meetings, and direct feedback from the team.
Rather than bury new hires in back-office tasks, the firm encourages them to spend time in real client scenarios. Matt sees this as vital for developing the next generation of ethical advisors. “That was my chance to learn quickly back in the day,” he says. “Why not give the same to them?”
Internally, Rising Tide maintains a stable ownership structure. Hale and mortgage-broking head Sam Gwenda each have around 40–45%, with the remainder split among the lead financial advisors, Sam Jewell and Rebecca Pritchard, as well as a few minor shareholders. Hale points to the clarity and transparency in finances, as well as the presence of a reliable chairman, Peter Warn, as cornerstones for a balanced environment.
Quarterly board meetings, consistent financial disclosures, and a set dividend policy ensure that each shareholder knows the vision and the metrics. “Having a real board, a real governance structure, I think is critical,” Hale insists. “No matter how small or large the practice, it’s about accountability.”
Though Rising Tide is “digital-first” with client interactions, it still keeps an attractive physical office in Melbourne for collaborative days. That said, 99% of client meetings happen via Microsoft Teams. This remote approach is augmented by key tools:
Hale underscores that adopting technology for the sake of it is not the goal. Instead, tech should reduce friction so staff can focus on their true strength: building trust, empathizing, educating, and advocating for clients. In Matt’s words, “No matter how good your technology, people buy people. We want advisors to have the space to do the art of advice. Let the science run behind the scenes.”
When asked what the next decade of Australian financial advice looks like, Hale’s answer is anchored in people and trust, not AI or product expansion. “Clients are always going to buy people. If you remove that personal trust, you lose the core of what financial planning is about.”
This is precisely why Rising Tide invests so heavily in cultural alignment, ongoing training, and synergy between mortgage broking and advice. For them, success is not measured simply by revenue growth or headcount but by the depth and strength of client relationships. Client ages, needs, and account sizes will change, but the unwavering priority remains a holistic, ethically grounded approach.
“I don’t see us suddenly pivoting to older clients or chasing bigger super balances for quick fees,” Hale says. “We stay with that ‘rising tide’: young families building something. As they grow, so do we. That’s a relationship model, not just a revenue model.”
Leading a business that stands for ethics and transparency does not always equate to a frictionless journey. One of Hale’s biggest personal challenges arose in 2018, shortly after parting ways with Apogee (MLC) to switch to AMP as licensee. Not long into the move, MLC made a unilateral decision around ongoing fee arrangements, turning off more than A$400,000 in revenue for Rising Tide “overnight.”
Hale calls it a “baptism of fire.” But, like many of his life’s tribulations, he chooses to see the silver lining: the adversity forced Rising Tide to double down on client value. By continuing to streamline processes, they discovered pockets of inefficiency or subpar communication. In the end, the improvements in client-facing service solidified the firm’s resilience.
As any professional in financial advice knows, the hours can be long. Yet Hale, father to two children under five (Rosie and Max), is fiercely protective of time with his family. He and partner Annie coordinate to ensure they each have personal “yes moments,” or time to recharge. This respect for work-life harmony trickles down into Rising Tide’s culture, too.
The firm meets in-person weekly—Tuesdays in the Melbourne office for synergy and project catch-ups—but otherwise operates flexibly. As a “digital-first” organization, staff can work from home or shared spaces near where they live. They convene for social events, whether physically (the firm took all staff to the Philippines in 2023 for a team member’s wedding) or virtually for holiday parties.
Hale stresses that if staff are not content or cannot manage personal obligations, the client experience and ethical standards will erode. “An advisor can’t show up as their best self if they’re perpetually exhausted or overwhelmed,” he argues. “That’s not good for client outcomes, so it’s not good for the practice or for me.”
Rising Tide is entering a new stage: finalizing its move from AMP to Entirety, continuing to refine technology integrations, and fortifying staff roles. Beyond that, the firm aims to add around 60–80 new “ideal client groups” per year, an ambitious but attainable target given its streamlined pipeline. The ongoing search for top-notch associates is part of that vision. With strong ethics, open governance, and a clarion focus on the “rising tide” demographic, it is easy to see the path forward.
Hale’s reflective tone best summarizes the business strategy:
“One of my biggest learnings is that you can’t throw bodies at a problem. You have to fix the process first. Be willing to say ‘no’ to prospective clients who aren’t the right fit. Resist the urge to add complexity. Concentrate on what you do best. And above all, be honest—with clients, with staff, with yourself.”
The ethos of Rising Tide is simple yet deep. By committing to upfront discovery fees, transparent proposals, non-negotiable insurance reviews, and consistent engagement, they ensure clients never feel blindsided or uninformed. They do not see compliance as a checkbox but rather a framework that upholds ethical practice—one that leads to better, safer outcomes for all stakeholders.
Indeed, one of the culminating examples of Hale’s mindset is how he views staff success. If an associate eventually grows into a fully realized advisor with their own pod of 200 clients, Hale welcomes it. He wants them to stay, and he wants them to share in the firm’s equity if the fit is right. The business structure—regular board meetings, dividends, and transparent financials—allows for such a future. It is an alignment of interest that is both sensible from a profitability standpoint and authentic to the culture Rising Tide cherishes.
In a profession that demands both technical acumen and deep ethical responsibility, Matt Hale’s story stands out. From young graduate at Deakin University who entered financial advice wearing white leather shoes, to CEO of a thriving, ethically grounded practice, his path mirrors the evolution of Australia’s advice industry itself. Where once “selling a product” might have sufficed, Hale champions a far more holistic, people-centered, and ethically rigorous approach.
Rising Tide’s story is one of constant refinement—of adding businesses like accounting, then scaling back when synergy faltered; of expanding staff to 27, then paring down to cultivate a more tightly knit, highly effective team. Through it all, the guiding stars have been an unwavering commitment to client well-being, robust compliance, and open, direct communication.
If the future of financial advice requires renewed emphasis on professionalism and ethics, Rising Tide appears well-positioned for that tomorrow. Their trademark behaviors—care, responsibility, delivering promises, right conversations, and enjoying the ride—inform how they recruit, how they advise, how they measure success, and how they adapt to a volatile landscape. Even their name signals a deep belief in collective growth.
For advisors seeking a blueprint of sustainable practice building, or for clients searching for a team that truly “walks the talk,” Matt Hale’s Rising Tide offers plenty of lessons. It shows that honesty, humility, and a genuine desire to protect families can build a thriving business—and, more importantly, help real people reach their goals securely. As long as the tide continues to rise, Hale and his team intend to lift as many boats as they can, staying anchored by their principles every step of the way.
Accreditation Points Allocation:
0.20 Technical Competence
0.10 Client Care and Practice
0.10 Regulatory Compliance and Consumer Protection
0.10 Professionalism and Ethics
0.50 Total CPD Points