Executive Financial Services

Most retirement providers specialize in either qualified-plan administration or individual wealth management, but rarely both, leaving employers without a single advisor who can design a non-qualified benefit and speak fluently to how it affects an executive’s personal finances.

When companies create benefits for senior leaders, they often have to choose between firms focused on plan rules and firms focused on personal financial strategy. That disconnect can make it difficult to shape a non-qualified offering that aligns with an executive’s compensation, tax considerations and overall wealth plan.

An advisory relationship that spans plan-sponsor consulting and executive-level financial guidance lets an employer design non-qualified benefits with a clear line of sight into how those benefits function for the people receiving them, without stitching together separate vendors for each side.

The employers who get this right treat executive benefit design and executive financial guidance as one conversation, not two vendor relationships that happen to touch the same employees.

A single, coordinated point of advisory expertise for executive-tier benefit design, one that understands both the plan-sponsor side and what the benefit means for the executive personally.

Standard RRSP and RPP contribution limits — capped at roughly 18% of earned income — leave a real benefit gap for highly compensated employees that only a deliberate supplemental structure addresses.

RRSP and RPP contribution limits — set well below what a senior executive would need to replace 70% of pre-retirement income — mean a standard registered plan stops covering a meaningful share of a highly compensated employee's retirement saving well before their working years end.

Layering a Retirement Compensation Arrangement (RCA) on top of the registered plan closes that gap deliberately — a federally defined structure created specifically to let employers fund executive retirement income beyond RRSP and RPP limits — rather than leaving employees to find their own workaround outside the employer's program.

The gap created by contribution limits is predictable and well understood. Employers who address it early, with a structure like an RCA already in place, help ensure a highly compensated employee's benefits program doesn't fall short exactly when they expected it to deliver.

Highly compensated employees have a benefit structure that keeps working for them past the point where the qualified plan alone would stop, without the employer needing to redesign its core retirement program.

Executive-tier benefits, company-sponsored financial wellness programs and an executive’s personal wealth planning are typically managed as three separate relationships with three separate advisors, creating a disjointed experience as an employee’s compensation and financial complexity grow.

As an employee moves into an executive-tier role, their company-sponsored benefits, the employer’s broader financial wellness program and their own personal wealth planning tend to stay siloed. They are three separate relationships that don’t talk to each other, even though they’re describing the same person’s finances.

Connecting executive benefit design, financial wellness support and the bridge to individual wealth planning under one advisory relationship gives the employer a coherent story to tell executives about their total financial picture, instead of three disconnected vendor touchpoints.

Employees rarely experience their benefits, wellness program and personal finances as separate categories. Employers that coordinate all three deliver a more seamless and supportive experience.

The executive receives one coordinated financial narrative from their employer rather than three unrelated programs, and the employer has a single point of accountability for how those pieces fit together.