In financial services, there’s no shortage of advice on how to win and keep clients. Some swear by mastering every product detail, while others push hard on sales. David M. Wilcox, working with New York Life in their Colorado General Office, has spent the past 20 years taking a different path. What he’s learned is simple: when you focus on building people, lasting success follows more naturally than when you just focus on selling products.
Lead With Relationships, Not Products
Most financial advisors get it backwards from day one. They memorize product features, rehearse sales pitches, and then wonder why clients pull away. David M. Wilcox learned this lesson the hard way, first leading teams in home building and later in financial services. “This business is not about transactions, it’s really about people,” he says, summing up what separates successful advisors from the rest. That shift starts with asking different questions. Instead of jumping straight into investment options or insurance products, effective advisors dig deeper. “We coach our advisors to start with the client, not the product,” Wilcox explains. The most meaningful conversations happen long before financial solutions are mentioned. What do clients value? What fears keep them up at night? Where do they see themselves in 10, 20, or 30 years? Trust takes time to build, but Wilcox argues it pays off in ways quick sales never can. “When you build on trust and not pressure, you’re creating relationships that last, and so does your career,” he notes. Clients stay when they feel understood, not when they feel sold to.
Think Offense And Defense In Financial Planning
New York Life often gets pigeonholed as just an insurance company, but that view misses the bigger picture. Smart financial planning means thinking about protection and growth at the same time. “At New York Life, we don’t just sell insurance. We teach our advisors to become more holistic planners,” Wilcox says. The defensive side covers what most people expect: life insurance, wills, trusts, and other protection strategies. But offense matters just as much. “Retirement planning, investments, tax diversification, and similar strategies,” he explains. Most clients need both, even if they come in believing they only need one. Frustration often arises when advisors see only part of the financial picture. “Clients don’t really need a salesperson. They need a partner who can help them protect today and plan for tomorrow,” Wilcox points out. The best advisors balance both sides of the equation seamlessly, giving clients confidence in the present and clarity for the future.
Empower Through Education
Financial planning overwhelms most people before they even start. Between conflicting advice and jargon that feels impossible to understand, many potential clients freeze up completely. David M. Wilcox has seen it happen thousands of times. “One of the most powerful things you can do as an advisor with our firm is to turn confusion into clarity,” he says. The temptation to show off technical knowledge often kills more client relationships than market crashes. Information dumps do not build trust or understanding. “Our approach is simple. Educate clients, don’t overwhelm them,” Wilcox explains. The goal is not to impress with terminology but to help clients connect the dots themselves. “When you help clients truly understand how each decision fits into their bigger picture, you create confidence,” he adds. Confident clients make better decisions and remain with their advisors through tough times.
Too often, traditional financial services firms treat advisors like glorified salespeople: hit your numbers, push product, find the next prospect. Wilcox takes a different view. “At New York Life, I don’t just work with clients, I develop advisors,” he says. That shift changes everything. Success is measured by the impact advisors make on families and communities, not by commission checks. The best advisors become trusted guides who help people navigate life’s most important decisions. For people seeking more than a typical sales job, this approach feels different. “If you’re looking for a career where you are more than just a salesperson, where you receive training, development, and support to become a true advocate for your clients’ futures, this is it,” Wilcox says. The training and mentorship turn a job into a sustainable practice. “At New York Life, we don’t just create financial plans. We foster relationships. We develop people,” he concludes. That philosophy builds advisors who serve with purpose and make a genuine impact in their communities.
Connect with David M. Wilcox on LinkedIn to explore his approach to financial planning.
