Paraplanners at a Crossroads: If Not Adviser, Then What?

Recent research, from the Lang Cat in today’s Money Marketing, shows a quiet but telling shift in the profession.

Only 13% of paraplanners now see themselves becoming financial advisers — down from 24% just a year ago. The majority want to grow, contribute, and build meaningful careers, but not by stepping into a product-sales role.

That isn’t a motivation problem.
It’s a structural one.

According to the latest State of the Advice Nation findings from the lang cat, paraplanners consistently report:

  • A lack of clarity about their long-term career path
  • Poor visibility and recognition of the role — even within firms
  • Being framed as a stepping-stone, rather than a profession in its own right
  • Growing uncertainty about how — or whether — their role evolves over time

As Steve Nelson put it, paraplanning remains a core part of the advice process — yet still lacks a definitive place and identity within the sector.

That raises a deeper question.

What If You’re Not Meant to Be an Adviser?

For many paraplanners, the answer isn’t “progression into advice”.
It’s progression into purpose.

Paraplanners are already:

  • Analytical
  • Method-driven
  • Client-centred
  • Systems-literate
  • Deeply ethical

What many don’t want is:

  • Sales targets
  • Product bias
  • Regulatory pressure tied to distribution
  • A career defined by AUM rather than outcomes

So if the traditional adviser role isn’t the destination… what is?

A Different Path: Total Wealth Planning

Total Wealth Planning starts from a different premise:

Plan life first. Then align money to support it.

Rather than selling products, Total Wealth Planners work with clients on:

  • Goals, purpose, and life direction
  • Human capital (skills, income, capability, resilience)
  • Financial architecture — not financial products
  • Decisions, trade-offs, and long-term clarity

It’s method-led, not product-led.
And for paraplanners, that matters.

Why Paraplanners Often Thrive as Total Wealth Planners

Paraplanners are already trained to:

  • Think in frameworks
  • Stress-test assumptions
  • Build plans that work in real life
  • Spot gaps between intent and execution

Total Wealth Planning doesn’t ask you to stop being a paraplanner.
It asks you to step into authorship.

Instead of supporting someone else’s advice process, you become the guide — working with clients, not selling to them.

No product recommendations.
No commission conflicts.
No requirement to cross the regulatory perimeter.

Just clarity, structure, and agency.

This Isn’t a Leap — It’s an Exploration

You don’t need to decide anything today.

If you’re a paraplanner thinking:

  • “I want progression, but not sales”
  • “I want recognition, not a sideways step”
  • “I want to work directly with people — ethically and independently”

There’s a simple next step.

Try the Total Wealth Plan — Free

Before you consider any career shift, experience the work itself.

👉 Try the Total Wealth Plan for free
See what it feels like to guide life-first planning.
Notice whether this is something you could see yourself doing — or not.

No pressure.
No commitment.
Just clarity.

Because if only 13% of paraplanners want to become advisers, perhaps the real opportunity isn’t to push harder toward advice…

…but to redefine the destination altogether.

One thought on “Paraplanners at a Crossroads: If Not Adviser, Then What?

  1. What’s notable in this Citywire piece isn’t just that a £750m advice firm is adopting AI — it’s where the technology is heading. When a managing director is openly discussing AI writing suitability reports, we’re no longer talking about marginal efficiency gains; we’re talking about the automation of one of the most labour-intensive and compliance-critical functions in regulated advice. That should prompt a serious pause for reflection. If documentation, suitability, and process — the very areas that underpin the paraplanner role and much of advisers’ time — can be systematised at scale, then the economic centre of gravity of advice is shifting. The question facing the profession isn’t whether AI will be adopted, but whether firms continue to define their value by regulated outputs, or reposition around what can’t be automated: human judgement, life planning, client agency, and the intelligent orchestration of financial, human, and social capital.

    https://citywire.com/new-model-adviser/news/connor-broadley-s-md-on-picking-right-tech-for-the-750m-firm/a2483398

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