After three decades in financial services, Roger Marsden took over as CEO of Succession Wealth in early 2024. He talks about his journey from accounting to advice, the importance of culture, and why good planning makes all the difference.
Tom Browne: You became CEO in February 2024, having spent 30 years in financial services. What motivated the move from your previous roles into leading Succession?
Roger Marsden: I vividly remember my ‘lightbulb moment’ in 2009 while helping to pull together the retirement strategy at Aviva. I realised I could move from doing a good job in a good organisation to making a real difference in people’s lives. That’s when I stepped out of the background and took on a three-year role implementing that strategy.
The planner-client relationship is a long-term one. It’s about walking with them through life’s ups and downs
From there, I ran the retirement income business as MD, then led the retail wealth business for five years. I had a few options after that, but I wanted to get closer to the coalface and this role with Succession Wealth gave me the opportunity to get much closer to the client interaction.
It also had a personal side. We lost a very close friend a couple of years ago, and I saw firsthand what was left behind and how complex it was. But I also saw the difference a financial planner made. It wasn’t the main thing my friend’s widow was focused on — she was grieving — but the planner took away some of the confusion and concern.
That’s when I knew Succession does something that really matters.
Browne: You often talk about culture, particularly as you integrate multiple acquisitions. How do you define the right culture for an advice firm, especially under Aviva’s ownership?
The human element must remain, but we have to look at how to deliver it more cost-effectively
Marsden: We’ve just refreshed our strategy — our purpose and values — and what I see in abundance is client focus. ‘Client first’ is our core principle. We aim to make a lasting and meaningful difference to clients and their families.
Aviva allows us to focus on the long term too. We’re not tied to quarterly earnings cycles. Succession is a key strategic investment for Aviva, but it’s an independent subsidiary with its own board. That gives us the freedom to do the right thing.
It takes everyone in the firm to deliver outstanding outcomes. I aim to lead from the front: being open and accessible, listening and improving. The real skill isn’t just acquiring firms; it’s integrating them well. That means keeping the people, culture and excellence that made those firms worth buying.
Off the Record: Alex Schlee, senior partnerships manager at Flagstone
Browne: Let’s talk about the advice gap. What kind of solutions are you exploring?
Marsden: Only around 9% of adults get advice on pensions or investments. That’s a huge gap. I’ve lived through the challenges — I was involved in implementing pension freedoms at Aviva, and I’ve taken calls from confused clients who didn’t know what to do with their small pension pots.
Our focus is on what we can do to close the advice gap through quality individual advice, and Succession wants to make that more widely available. So, we’re exploring credible ways to reach more people, including the groups we’ve historically not served.
I realised I could move from doing a good job in a good organisation to making a real difference in people’s lives
For us, technology and AI will always be about enabling high-quality, human-delivered advice. The human element must remain, but we have to look at how to deliver it more effectively.
Browne: Do you think there are client segments or regions that are underserved?
Marsden: We’re a national firm and our expansion into Northern Ireland is part of that.
Technology helps us reach clients without needing a physical office everywhere. Many clients are happy to meet over Teams. It’s about listening to how clients want to engage and adapting accordingly.
Browne: You’ve spoken before about making rebuilding trust in advice a national priority. Can you tell me more about that?
Marsden: The planner-client relationship is a long-term one. It’s about walking with them through life’s ups and downs and helping them focus on what really matters.
It takes everyone in the firm to deliver outstanding outcomes. I aim to lead from the front
For younger generations, who’ve grown up in a digital world with a flood of conflicting information, it’s harder to know what to trust. We already enjoy strong trust on platforms like Trustpilot, but we must keep earning it.
That means being consistent, transparent and truly aligned with client goals.
Browne: What’s next for Succession over the next three to five years?
Marsden: We’ve done around 65 integrations. Buying is the easy part; doing it well takes leadership and time.
Now we’re entering a new strategic phase. We’re focusing more on organic growth and getting back to basics: clear propositions, cultural alignment and client value. We’ll still look at acquisitions, but only if the cultural fit is right.
We’re focused on refining our client offerings, building the planners of the future and matching how clients want to engage with us.
Browne: And finally, how do you unwind?
We’re exploring credible ways to reach more people, including the groups we’ve historically not served
Marsden: Football, mostly. I love golf too, though I’m not very good at it. And I love travelling and spending time with family. That’s why we moved back to Durham.
Balance is key. I always try to do the school runs, and I don’t want to look back and regret missing the important moments.
Browne: Thanks for your time!
