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 qualified-plan design, including 401(k) contribution limits and rules such as the 2026 Roth catch-up requirement for higher-paid employees, leaves a real benefit gap for highly compensated employees that only deliberate non-qualified plan design addresses.

Qualified-plan contribution limits, and new requirements like the 2026 rule requiring catch-up contributions from higher-paid employees to be made as Roth, mean a standard 401(k) stops covering a meaningful share of a highly compensated employee’s retirement saving well before their working years end.

Layering a non-qualified benefit, deferred compensation, a top-hat plan or another executive-tier structure, on top of the qualified plan closes that gap deliberately, rather than leaving them to find their own workaround outside the employer's program.

The gap created by contribution limits is predictable and well understood. Employers who address this early can help ensure employees don’t feel their benefits program falls short when they expected it to deliver results.

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.