By Business & Finance 
Robert Whelan is the CEO of Rockwell, a Financial Planning, Wealth Management, and Employee Benefits firm that manages over €400m for over 6,000 clients nationwide. Originally from Carlow, he was awarded CEO of the Year in Small Business in 2024 and is a regular contributor on financial and business matters across both radio and print media.
By Héloïse Chaudot
What are your main priorities and goals in your role?
To ensure we grow the business whilst maintaining a fanatical commitment to our existing clients. Our primary goal is to increase the number of referrals per client per year, as it is the only indicator that will truly tell if we are performing and meeting expectations. Obviously, increasing revenues is great, and profit is even better, but it’s only sustainable if it’s compounded by delivering an outstanding client value proposition.
What are your biggest challenges as CEO?
It’s fair to say that these change by the month! What has been constant is fostering a culture within the business, which is obviously underpinned by attracting and retaining the right talent.
How do you keep your team/staff motivated?
We begin by empowering them. You’ve taken the time and money to recruit this talent; why waste time and money getting in their way? Remuneration is important, but nothing beats recognition. We believe in rewarding performance rather than paying for effort, so we religiously adhere to agreed KPI’s for both the individual and the business.
I’m a huge believer in education and using our platform as an employer to give people the opportunity to further develop their skill sets. To that end, our education policy is slightly unusual in that we are happy to pay the fees and give appropriate time off for any course, as long as it’s university-accredited, irrespective of whether it’s in financial services or not.
What are the challenges facing the industry going forward?
Consolidation, automation and regulation.
What new trends are emerging in your industry?
Consolidation and the use of the word “wealth” in describing what we do. There are 9 times as many firms using the title Wealth Manager in 2026 as there were in 2016. There’s a growing demand for these services, and the industry is rising to meet it.
Are there any major changes you would like to see in your sector?
Yes. The industry is too slow in adopting new technologies. The providers need to provide advisors with the appropriate tools, such as API’s, to be able to service our clients. It’s infuriating when you compare it to other industries.
As an employer, are you finding any skill gaps in the market?
Absolutely – there’s an incredible shortage of quality financial advisors. I might upset some of my industry when I say this, but I judge the quality of the financial advisor not just by the quality of the advice that they gave, but also by the level of take-up by clients of their advice.
Our industry is riddled with people going around selling the concept of giving people a “Financial Plan”. I equate this with someone taking their car to a mechanic who hands them a 45-page manual of exactly how they should fix their car.
What people want is someone to take action on their plans. A quality financial advisor is somebody who gives outstanding financial advice, tailored specifically to the client’s particular needs, and has the capacity to convince the client to act. Without that last piece, you’re just setting yourself up to be replaced by Chat GPT, which, by the way, can produce a fantastic financial plan for you – and it won’t cost you €6,000 + VAT!
How did your strategy develop in the context of the banking crisis and economic crisis?
I started the business in May 2013, so it’s fair to say we were just at the “green shoots” phase of the recovery. In that way, I’d say we were lucky insofar as we were able to grow in sync with the overall growth of the economy without the scars of 2008-2012.
How do you define success, and what drives you to succeed?
Success, for me, is having the freedom to choose how I spend my time, doing meaningful work that plays to my strengths, providing security for my family, and building long-term wealth without sacrificing my health or values.
I’m mostly driven by the desire to prove people who’ve doubted me wrong.
What’s the best advice you’ve been given in business?
Only two ways to make something go faster: add fuel or remove friction.
What advice would you give to others starting in business?
Trust your gut and don’t be afraid to make it up as you go along, as that’s how pretty much every other business got going.
What have been your highlights in business over the past year?
We completed 2 strategic acquisitions, which will add significantly to business in the coming years, and we’ve successfully launched our client portal, giving clients self-service functionality with real-time information and insights on the finances.
What’s next for your company?
We are in the acquisitions market. We’ve completed five in the last four years and would envisage doing at least one, if not two, this year. We also see a massive opportunity in the Employee Benefits (company pensions) market.
Where do you want your business/brand to be this time next year?
I’d like every KPI in ‘green’. I’d love to see the business continue its trend of being recognised as one of the best firms in the county to work with and for.
What is the best book you’ve ever read (non-business) and why?
The Tranny of Merit by Michael Sandel. I loved it as it questions the idea that success is purely earned. It offers the most profound thinking I’ve ever read as to why we are where we are as a society. Everyone’s contribution is valuable.
What is your favourite hobby and why?
I coach a Senior Soccer team. I love it. Why? Mainly due to the people. We’ve a fabulous bunch of lads. It’s a total switch off from work, and I get to make an impact, however small, on a group of young men.
What is your mantra for life?
It’s never the wrong time to do the right thing.
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