Andrew Jenkins

I believe that good financial planning is far more than good intentions and a personable nature. It is about being a trusted professional, and providing a reliable framework to help people make and implement smart decisions. I see my role as similar to that of a chief financial officer of a corporation. Only in this case, it applies to the financial affairs of a family. The role requires a sound understanding of economics, investment, legislative issues and human behaviour.

My role is a bit of a balancing act that requires a variety of attributes. There are times that it requires objective analysis and other times that it requires creative innovation. There are times that it requires teaching and keeping people accountable and other times that it requires compassion and understanding. It is a mixture of science and art. It is the interface between the art (of understanding people) and the science (of understanding the economic, legislative and investment worlds). My role is to bring these two together.

I decided to become a financial adviser in the late 1990’s. This was after 15 years experience in the corporate finance sector. My decision was driven because it complemented my background and experience and met my desire to work more closely with people. I had experienced two rather disappointing relationships with financial planners as a client and felt that there was so much more that could be offered.

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I entered the industry with the aim of working with the best firms I could find. Firms who were successfully offering a comprehensive ongoing service to intelligent and rational people. They had to be independent and operating on a fee for service basis. I was not interested in "selling products" – I was looking to work in the "profession" of financial planning.

Over my time in the industry I learned the following:

  • While advisers had the best intentions for their clients, they weren’t necessarily that well equipped in terms of providing rigorous and well thought out advice;
  • The major focus for adding value to clients was seen as investment out–performance, yet few showed a consistent methodology or ability to achieve this;
  • While financial risk was a reasonably understood concept, the application of the concept was very poor;
  • The relationship between a client’s balance sheet, profit and loss and cash flow was not well understood. Planning decisions were driven mostly by income and investment considerations that took little account of a client’s long term expenses and cash outflows.

Part of my motivation in establishing Wealth Foundations is to help raise the bar for the standards of financial planning.

I believe that we have a very important role to play in our community.

Andrew has worked in the financial services industry for the past 23 years. He has a Bachelor of Economics, a Graduate Diploma of Applied Finance and Investment, and has completed the Certified Financial Planner Professional Education Program in which he was awarded the top graduate status in NSW. Andrew also holds a qualification in coaching via the International Society of Neuro–Semantics. He is a Certified Financial Planner (CFP®) through the Financial Planning Association of Australia, the highest professional credential for a financial planner. He is also a Fellow of the Financial Services Institute of Australasia. His experience has been earned from holding a number of financial advising, consulting and managerial roles. He has been providing personal financial advice since 2000. Andrew is an authorised representative of Wealth Leadership Services (Representative No. 319642).

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