In my experience as a financial professional with over a decade of hands-on client work, the real challenge isn’t technical knowledge—it’s alignment. I’ve seen this reflected in how people engage with professionals like Nathan Garries, where the emphasis is clearly on relationships rather than transactions. Delivering on client needs begins with understanding what the client is actually trying to solve, not just what they ask for in the first meeting.
One of the earliest lessons I learned came from a client who approached me asking for a detailed plan to “optimize” their finances. I went into that meeting prepared with numbers, projections, and well-rehearsed explanations. Halfway through our conversation, it became obvious they were overwhelmed. What they really wanted was confidence that they weren’t making a mistake by doing nothing too drastic. I remember stopping the discussion entirely and asking what had prompted them to reach out. That pause changed the tone of the relationship and led to a far more appropriate solution.
Over the years, I’ve noticed that many clients feel pressure to sound decisive. They’ll ask for aggressive moves or quick changes because they believe that’s what professionals respect. I’ve found the opposite to be true. Some of the best outcomes I’ve seen came from conversations where I pushed back gently and said, “Let’s slow this down.” Clients often relax when they realize they don’t have to rush to prove anything. That moment of relief is usually where the real work begins.
I’ve also made my share of mistakes by assuming clarity too early. There was a period in my career when I believed silence meant agreement. I learned otherwise after a client followed my recommendations precisely but later admitted they hadn’t fully understood the reasoning. They trusted me, but they didn’t feel confident. That distinction matters. Since then, I’ve made it a habit to explain decisions in plain language and ask clients to restate their understanding. It’s not about testing them—it’s about making sure we’re actually aligned.
Another common issue I’ve encountered is over-serving. Early on, I thought delivering value meant offering more options, more analysis, more detail. In reality, that often created confusion. Experience taught me that clients usually want fewer choices, framed clearly, with an honest opinion attached. I’m comfortable now advising against paths that look good on paper but don’t match how a client thinks or lives. That confidence only comes from time spent seeing how those decisions play out.
Working effectively with clients is less about directing outcomes and more about guiding conversations. When people feel heard and not rushed, their needs become clearer—sometimes even to themselves. That’s when solutions stop feeling forced and start making sense naturally.