Conventional wisdom suggests that Gen Z investors—those born roughly between 1997 and 2012—prefer robo-advisors and social media to human financial guidance. But recent data paints a more complex picture. A March 2026 CFA Institute survey of over 2,400 investors found that more than 90% of Gen Z and millennial respondents have engaged with some form of financial advice, including traditional advisors. Meanwhile, Bank of America's 2026 Study of Wealthy Americans revealed that 86% of Gen Z and millennial investors regularly use artificial intelligence, yet 71% worry it can produce inaccurate information. This blend of digital fluency and skepticism is precisely the opening advisors are exploiting.
The real challenge isn't whether Gen Z wants advice—it's how firms reach them, earn their trust, and build relationships that are financially sustainable long before the assets materialize. Five practitioners share what actually works, from campus seminars to family meetings and data-driven outreach.
Setting expectations early
Patrick Mundlin, market vice president at 49 Financial in Southlake, Texas, relies on marketing and referrals as his primary channels for acquiring Gen Z clients, with some relationships flowing through existing client families. When a client's child or younger sibling comes in, Mundlin takes the meeting but sets clear expectations upfront about the relationship's scope and his role. "Being direct about that at the start makes the whole conversation flow much better," he says.
Mundlin doesn't enforce strict account minimums when the long-term potential is evident. One current Gen Z client is a content creator whose income far exceeds his current balance sheet. The relationship is structured around a concrete milestone: if the plan calls for saving $400,000 in the first year and the client ends up at $50,000, that signals the framework isn't being used. "When clients do follow the plan, those relationships tend to last," he notes.
Surprisingly, Mundlin finds many younger clients are less risk-tolerant than the stereotype suggests. They want a plan they can largely leave alone, come to meetings well-informed but without overconfidence, and are receptive to correction when something they've picked up doesn't fit their situation.
Campus seminars and the long game
Michael Lubrani, a 27-year-old financial advisor at Sagient in Beverly Hills, California, takes a direct approach: he goes to where Gen Z is. That means college seminars, where students sometimes schedule consultations before they graduate. "We work with them before they make a dollar because we know they can quickly become high earners capable of making substantial monthly contributions," he says.
Lubrani built much of his initial client base from peers he graduated with, but most weren't ready to engage financial planning services straight out of college. His solution is sustained relationship management over years, not a single outreach. He sets no account minimums beyond the fund-level minimums of the investments used, typically $5,000 to $10,000, and evaluates prospective clients on character rather than current assets. "From an ROI standpoint in the first year, it is not worth it for us to open these accounts, but we are okay with growing with our clients," he explains.
Lubrani also observes that Gen Z is in information overload, and the competition for attention is fierce. Advisors who rely solely on social media presence risk being forgotten entirely.
Being a resource before being an advisor
Caroline Louis, a financial planner at Prudential Advisors, says most of her Gen Z clients come from two sources—the children of existing clients and her own social circle. Both relationships share a common origin: she became a trusted resource for financial questions before anyone needed to make a financial decision. "Gen Z often wants to learn before they commit, so being a consistent resource and providing value has been a great way to build trust over time," she says.
Louis doesn't apply strict account minimums to Gen Z clients. Instead, she looks for motivation: clients who are serious about building their futures, willing to invest in themselves, and open to adjusting spending and saving habits. Being a younger advisor gives her an advantage—she's navigating many of the same life stages, and that shared context shows up in client conversations.
Family meetings as a pipeline
Jonathan Khalavsky, senior wealth partner at Endurance Wealth Partners, part of the Prospera Financial Services network, embeds Gen Z client development into his existing client service model. He holds regular family meetings, inviting clients' children to participate whether they're reviewing a retirement plan, opening a first investment account, or seeking general guidance. He also offers complimentary estate planning through Trust & Will, which creates natural entry points into discussions about wills and powers of attorney—conversations that often evolve into broader financial planning relationships.
These strategies align with broader industry trends. As Deloitte's survey on family firm succession highlights, many families face leadership transitions in the coming decade, and advisors who engage younger generations early are better positioned to retain assets. Similarly, AI platforms for family office services are emerging, but as the Bank of America data shows, trust remains a hurdle. Advisors who combine digital tools with personal relationships—like those described here—are likely to win the loyalty of Gen Z investors.
