Women are gaining wealth and redefining leadership in wealth management

Advisors are rethinking what leadership looks like—and women are driving that change. They’re pushing for empathy, clarity, and space to lead on their own terms. 

Beth Brown has spent two decades watching women move from the margins to the center of wealth management. As Midwest Divisional Director at J.P. Morgan Wealth Management, she’s seen the industry’s transformation up close and she’s clear-eyed about what still needs to happen. 

“Let’s be real here. There’s still a lot of work that needs to be done,” Brown says. 

Still, she points to real progress. In her view, two industry shifts have redefined what it means to be an advisor and opened new paths to leadership. 

The first is a move away from portfolio-first models toward relationship-driven advising. Brown calls it “helping clients navigate life,” a style that rewards deep listening and long-term trust—qualities she says many women bring to the table. 

The second shift is happening on the client side. More women are leading financial decisions, whether managing dual-income households, caring for aging parents, or navigating life after divorce. Brown sees herself reflected in these clients. 

“Female advisors can relate, and really share some experiences,” she says. 

Building credibility, one conversation at a time 

That mutual understanding has helped women succeed both as clients and as industry leaders. Brown says she has seen more women move into leadership roles than ever before, including on the team she’s on, where half are now women. A decade ago, she remembers there were fewer women in similar industry leadership positions. 

Still, getting there came with obstacles. Building credibility meant speaking up, even when it was challenging. 

“I remember being in a room where important decisions needed to be made... and some of my views contradicted others,” she recalls. 

At first, those concerns did not gain traction. But as her predictions played out, her credibility grew. Her strategy was not just about confidence. It was built on intentional relationship-building. By meeting with peers and stakeholders individually, she laid the groundwork early. 

“By the time we got to the bigger room, I wasn’t alone in my thinking—I had already built support,” Brown explains. 

She credits many of her mentors, often men, for helping her rise. “A lot of my mentors were men who gave honest feedback and spoke up for me even when I wasn’t in the room,” she says. 

Brown leads with empathy and openness, modeling the same care for her team that she expects them to show their clients. She understands the pressure women face in balancing professional ambition with personal responsibilities. 

“They don’t see a lot of people around them having success with it,” she notes. 

Meeting women where they are—in life and in finance 

That is why she and her team focus on understanding how women approach investing and why some hesitate. She points to a key finding from J.P. Morgan Wealth Management’s latest Diverse Investor Study: 77% of women describe themselves as risk-averse investors, compared to 58% of men. Rather than treating this as hesitation, she sees it as a signal for advisors to communicate differently. 

“Women don’t always have the time to research. That’s our job,” she says. Advisors can act as educators and translators, helping clients build confidence by making information more accessible. 

This is especially important now. As part of the "great wealth transfer," more women are gaining control over significant assets. Yet the barriers that often prevent women from investing can also discourage them from entering the profession: uncertainty, risk, and lack of guidance. 

“What gets women to invest? What gets women to stay invested? It’s very similar to what gets women to join this industry and stay in this industry,” Brown says. 

Redefining success and building the support to match 

Hiring more women is not just about representation. Brown views it as important for business too. With a wave of advisor retirements ahead, firms need to develop, support, and retain the next generation. J.P. Morgan Wealth Management’s strategy includes business development training and client acquisition support tailored to help all advisors build sustainable practices. 

Peer networks are another crucial piece. “I just attended one last week, where women share best practices with each other,” Brown says. These gatherings offer the emotional support needed in a profession where stress often extends beyond market hours. 

“Although the market closes, clients worry. [That worry doesn’t] shut off,” she adds. 

Brown is also careful not to impose a single definition of ambition. Not everyone wants to be in leadership, and she sees value in different paths. 

“Success doesn’t always mean climbing. For some, it’s managing a mid-size book and being present for their family, and that’s valid,” she says. 

Helping women define success on their own terms, and giving them tools to build toward it, is central to her philosophy. At her firm, advisors are encouraged to create business plans that reflect both personal and professional goals. 

This is more than a job title or a single role. Brown believes leadership teams need to recognize early when someone has the potential for more responsibility and help pave the way. 

“Not everyone wants to stay in the same lane forever. Leaders need to recognize that and open doors early,” she says.