It’s become almost cliché to cite the scale of the Great Wealth Transfer. But sometimes a statistic is repeated because it demands our attention. According to Cerulli, more than $124 trillion in wealth will pass to heirs and charities between now and 2048, with $105 trillion to heirs, and Gen X and millennials are expected to inherit a combined $22 trillion in the next decade.
Industry conversations about this transition tend to focus on familiar themes: generational differences in investment philosophy, the role of technology and the imperative to modernize client experience. While all of that is true and relevant, there is another dimension advisors are largely ignoring, and it may prove just as consequential: the rising number of neurodivergent clients who will inherit this wealth.
I have a young relative in his early twenties, a remarkable human being who was born with Asperger’s. Like many in his situation, he stands to inherit substantial wealth. In conversations with him, I was struck by the fact that the services he receives through state programs have never included any form of financial literacy education.
Even more concerning, I could not imagine him walking into a traditional wealth management office and feeling comfortable or understood in the same way a neurotypical client might. The experience of a conventional advisory meeting – bright fluorescent lighting, background music, phones ringing, unpredictable interruptions, unfamiliar seating arrangements, strong cologne or coffee aromas, and the expectation of sustained eye contact – can be profoundly overwhelming.
The sheer volume of paperwork, rapid exchanges of information and reliance on abstract jargon can quickly compound sensory overload and anxiety. These factors, often invisible to professionals who have never had to consider them, can make the process of financial planning feel not only inaccessible but alienating.
According to the CDC, approximately one in 36 children in the U.S. are diagnosed with autism spectrum disorder, and six in 10 have moderate or severe ADHD. When you account for other forms of neurodivergence – dyslexia, sensory processing differences, and non-traditional learning styles – it is reasonable to estimate that 15% to 20% of heirs will bring significantly different cognitive and communication needs into their relationships with advisors.
Applying that ratio to the projected wealth transfer implies that between $3.3 trillion and $4.4 trillion will be inherited by individuals with some form of neurodivergence over the next ten years alone.
These are not marginal figures. They are a signal that our profession is at a crossroads.
Too often, the planning process assumes that every client will digest information, process complexity and make decisions in the same way. The traditional model often relies heavily on extensive documentation, abstract financial projections and a pace of engagement that can be overwhelming even to neurotypical clients. For neurodivergent individuals, those same practices likely would create confusion, disengagement, anxiety, or in some cases, complete withdrawal from the planning process.
I am convinced those who fail to adapt risk losing relevance and trust with the very families they aspire to serve.
Wealth management has long-established specialized business models designed to serve clients within distinct sectors. Financial professionals routinely focus their practices on executives in aviation, healthcare, sports, entertainment, military, pharmaceuticals and other professional niches.
Despite the global prevalence of the neurodivergent community, the profession has, to a significant extent, failed to proactively invest in the training, education and preparation necessary to effectively support and advocate for this extraordinary population. It’s important to understand that this is more than a question of inclusion (though that would be reason enough). It’s about recognizing that the industry’s assumptions about what makes an effective client experience were built for a narrower audience than we have ever acknowledged.
The industry’s assumptions about what makes an effective client experience were built for a narrower audience than we have ever acknowledged.
Many RIAs and broker-dealers already count neurodivergent individuals in their client roster. Yet it is reasonable to assume that, at some point, these clients have experienced discomfort or a lack of understanding in their interactions with financial professionals. While some firms have begun to adopt more inclusive practices, these efforts remain the exception rather than the norm.
The opportunity and the obligation are clear.
Consider a few areas where firms can take meaningful steps:
Financial Literacy Programming
Training advisors to deliver information in multiple formats, such as step-by-step guides, visual aids and simple interactive tools, can help clients process complex concepts at their own pace. Additionally, creating dedicated educational workshops and resources tailored to neurodivergent learning styles demonstrates a commitment to inclusion and empowers clients to make more confident financial decisions.
Special Needs Trusts And Lifelong Planning
While many firms understand the mechanics of a special needs trust, fewer have a process to ensure families are prepared for the practical realities of managing assets, government benefits and care coordination over multiple generations. As more wealth is transferred to neurodivergent heirs, demand for comprehensive lifelong planning will only grow.
Training And Awareness
Inclusive planning is not an innate skill. It requires training and practice. Teams should be educated on common neurodivergent profiles and the ways these can shape financial decision-making. The goal is not to label clients but to meet them where they are.
Flexible Meeting Structures
Some neurodivergent clients may prefer more frequent, shorter meetings rather than annual marathons. Others may need time to process information and respond asynchronously. Building flexibility into engagement models can dramatically improve trust and outcomes.
Technology As A Bridge
Fintech platforms and client portals can be adapted to support clearer workflows and reminders, reducing anxiety around follow-up tasks. Firms should evaluate whether their current tools enable neurodivergent clients to navigate their finances with confidence.
This is not a hypothetical future. These clients are already here, and their numbers will continue to rise.
This is not a hypothetical future. These clients are already here, and their numbers will continue to rise.
When I speak with advisors and firm leaders across the country, the conversation often circles back to differentiation. How do you set your practice apart in a market where many firms look and sound alike? I believe one answer is to design an experience that anticipates and accommodates a wider range of client needs, particularly those we’ve been least equipped to serve.
The Great Wealth Transfer is more than a generational shift; it is an opportunity to redefine what it means to be a trusted advisor. For firms prepared to invest in this evolution, it represents a chance to lead the profession forward by fostering planning relationships grounded not in complexity and jargon, but in clarity, empathy and a genuine respect for the ways each individual thinks, feels and makes decisions.
Ryan Marcus is Chief Business & Engagement Officer at Binah Capital.
