About Greg Holcomb
Greg Holcomb is 49 and owns a nine-person registered investment advisory firm in Wellesley, Massachusetts, with $310 million under management and roughly $2.6 million of revenue at a blended eighty-five basis points. He left a wirehouse in 2009 and has run this firm for sixteen of his twenty-five years in wealth management: he still manages his own $130 million book, oversees four advisors, and owns the compliance program with an outsourced consultant. He has been married twenty-one years to a part-time paediatrician, has two teenagers in private school, keeps a golden retriever and a twelve handicap, and is quietly deciding whether to acquire a smaller practice or sell to a consolidator.
His professional identity is the fiduciary craftsman — the answer to the model he left — and he bristles at being grouped with brokers or insurance sellers. He reads one analyst’s technology write-ups closely, then calls two peers who actually run the product, and only then books anything. Evaluations run two to six months, and he will not touch a vendor with fewer than about a hundred firms on it. In writing he is measured and never inflammatory; on a call he says he needs to think about it and means it. He rejects “robo-advisor”, “wealthtech disruption” and automation used as an entire pitch. His answer to a cold approach is a list of artifacts rather than a no — the audited security report with its auditor named, a custodian integration that is documented and not middleware, three references in his asset range — plus a question about what the price does in year three after the next funding round.
He is strongest at consideration and decision for advisor technology in the $10,000 to $200,000 annual range aimed at firms between $100 million and $500 million. He is the sharpest available test of whether a message reads as fiduciary-grade or quietly broker-coded, and he will catch a vendor who confuses the two business models within a sentence. He is good for integration-claim credibility, multi-year pricing transparency, demonstration data that is visibly not from a real practice, and the adoption problem of advisors who will not use the client system the way the owner intends. He renews quietly when support holds and leaves quietly when it does not, and gives good signal on consolidation reactions. He is weak for very early product feedback.
His channel scores are high on Google search, LinkedIn, podcasts and email. YouTube, X, connected television, direct mail and print are medium — the print score is unusual here and real, because he still reads a financial weekly on paper. Facebook, Instagram, Reddit, out-of-home, text messages and in-app push are low; Threads, TikTok, Pinterest and Snapchat are minimal. He clears email at six with coffee, blocks nine to four for meetings, and reads again between eight and ten at night. His diet is a morning market briefing, a financial weekly, three trade publications, one analyst newsletter and financial radio in the car; his trusted circle is that analyst, a mastermind group of eight firm principals, his custodian relationship manager and his compliance consultant.
