JBWere aims to expand graduate program

Financial advice firms are accelerating efforts to train new planners as adviser numbers continue to shrink following the banking royal commission.

JBWere expands training pipeline

JBWere is growing its Wealth Adviser Program to double the number of new advisers it trains each year. The firm currently accepts candidates annually and plans to increase that number within two years.

Kristy Fraser, who leads wealth advisers at JBWere, explained that the program supports advisers during their first five years in the field. In the first year, participants learn from senior advisers. By the third year, some have already been promoted due to strong performance.

The expansion responds to a broader industry challenge: replacing retiring planners. Adviser numbers have been steadily declining year-on-year since the royal commission, forcing firms to compete for talent. Many banks exited the advice sector, leaving gaps in training that firms like JBWere now aim to address.

Fraser noted the program was formalized to provide clearer career progression after advisers complete their professional year. “We needed that next step because we saw how capable these analysts were—they understood core advice obligations—and we wanted to keep them engaged.”

The firm views the expansion as both a business need and an industry responsibility. “We have a strong platform and experienced advisers,” Fraser said. “Not increasing the number of advisers we train would be a missed opportunity for clients.”

JBWere is refining the program’s structure before scaling up, with a focus on keeping new advisers motivated and advancing.

The shift toward structured training reflects a wider industry effort to address one of the main reasons new advisers leave: unclear career paths. Smaller practices face this issue most acutely. Without clear progression, many advisers finish their professional year only to move to firms offering better growth prospects. JBWere’s program aims to provide a defined path to retain talent and serve more clients.

Fraser acknowledged the program is still evolving but remains central to the firm’s talent strategy. “We’re figuring out how to take it further,” she said. “It’s necessary.”

The need extends beyond filling roles. Recent budget changes have made financial advice more complex, increasing demand for advisers who can guide clients through the system. “Some clients find it difficult to manage,” Fraser said. “More advisers are essential.”

For now, JBWere is focusing on a structured, supportive training approach to retain new talent and ensure clients receive the help they need.