In an interview with Invest:, Irving Firman, managing shareholder of law firm Tucker Arensberg, highlighted the firm’s strategic growth, client-centric ethos, and the evolving legal landscape shaping its priorities. “Every decision we make is about what’s in the best interest of the client,” Firman noted, encapsulating the firm’s differentiating philosophy.

What specific changes over the past year had the greatest impact on the firm, and in what ways have they shaped your strategic direction?

We’ve experienced significant growth over the past year. We’re finding areas such as litigation, mergers and acquisitions (M&A), and employment law continue to drive the need for additional attorneys. Our clients are increasingly looking for support in these areas, and we are committed to meeting those needs. . We’ve been able to add a number of lawyers and groups in those areas, these lawyers have been great additions to the firm and have helped us meet the emerging needs of our clients.

Which business practice areas have you been focusing on recently, and what factors are driving demand in those areas?

It has continued to be litigation and employment, primarily. That’s a direct result of the constant change in the government’s mandates relative to employment law and the constant orders that lawyers are forced to deal with. The increased regulation and emphasis on certain areas have led to a need for more day-to-day employment law advice. As the economy changes that leads to more litigation. In the past, companies would say we’re more focused on the business end of it. We don’t need to work something out. We don’t need to litigate this matter. Now they’re more likely to take things in that direction.

How does the firm differentiate itself from other firms in the region, both through its client service approach and its internal culture?

The first thing we say to anybody who comes to work here is that with every decision you make, with everything you do, the No. 1 factor is what’s in the best interest of the client. That’s the differentiator, from every legal assistant to the person who works in the file room. That’s how we make our decisions. That’s what our goal is. Our goal is to have people choose to retain us because they want to have the best possible experience with a lawyer and get the best outcome that they can obtain.

Your firm has been recognized as one of the best law firms in the country. What does this recognition mean to your team?

We’re proud of any award and recognition that we receive. But that’s not why you practice law. We don’t seek it out, but we’re honored to be recognized in those areas. You have to have top lawyers who have the proficiency  that’s necessary. We have that. It’s great to have those types of lawyers. What makes the difference is how they embrace the problems or the issues posed by our clients. It’s everybody’s problem. It’s everybody’s job to get to the solution. There are many ways to solve problems. Our goal is to come up with the best solution for our clients to get them to the goal they need to reach.

What makes Pittsburgh a strategically important location for the firm’s operations and future growth opportunities?

You can’t say enough about where Pittsburgh is going right now. You have the strong healthcare, universities, as well as robotics, AI, and the different companies that are growing in that area. It’s impressive. Everybody I meet is new to town because they’re working on new AI projects, self-driving cars, biomedical things that are impressive. The draw of the intellectual strength of the area attracts  people who are trying to grow in those industries. The county executive, Sara Innamorato, does a great job in creating a business-friendly place to come and start your business. The intellectual draw here along with the current political climate makes it a good place to start a business. We’re the beneficiary of that as a regional firm. We understand the area, Pittsburgh, and the region. It helps us to help businesses meet their goals. 

What key trends do you see shaping the legal landscape, and how is Tucker Arensberg positioning itself to remain future-ready?

You have to be cognizant of the changing technology issues that are facing all of the industries, our clients, and law firms in general. We have a dedicated group of people on our technology committee whose sole purpose is to stay on top of those types of issues so that we can serve our clients. This touches every aspect of the firm. It touches everything in terms of the way business functions, from the way they market their companies to the way that they hire employees. It’s something that we need to be aware of. That’s how we’ve addressed it to make sure that it’s top of mind. 

What challenges are you seeing in the legal landscape or within your firm, and how are you turning these challenges into strategic opportunities?

The No. 1 challenge in our industry is trying to find the best people to work with the firm. We’ve focused on creating an environment for attorneys to come here, be successful,  grow in their roles, and develop their skillset to benefit our clients. We’ve had a number of people recently who have interviewed with our firm from outside of the region and they’re moving to Pittsburgh. That’s an important aspect in the way to address that challenge. You need to look beyond the city limits. As more people come here, they love it and stay. It’s a great place to work and live. 

How is your firm giving back locally, and how do these efforts reflect your core values?

These things are ingrained in Tucker Arensberg. It’s always been the case since I’ve been here for over two decades. The vast majority of the lawyers in our firm are active on nonprofit boards. It’s a Pittsburgh cultural approach to things. The foundations and charitable organizations around Pittsburgh are influential in driving developments or driving the benefits that people receive. From our perspective, we encourage all our employees to be involved in their local community, to be involved in the nonprofit boards. The more people you can influence or help or be connected to, it makes for a fuller life. It’s better than sitting in your office all day and not getting the opportunity to make an impact. Our No. 1 priority is to our clients and to help them. It’s important to give back as much as you can anywhere you can. We highly encourage that.

What are your key goals and priorities for the firm over the next two to three years?

It will be to continue to grow the firm to meet the needs of our clients over the next couple of years. We’ll continue to add strategically in those areas and grow in the direction that makes the most sense for our clients.

Jeffrey Conn, Member-in-Charge of the Pittsburgh Office at Clark Hill, sat down with Invest: to discuss the office’s productivity and growth, the firm’s recruitment and retention, and recent shifts in demand in M&A, real estate, and banking and finance. “Demand has increased and is higher than it has been in the past two years and I believe that it will continue to increase, both in M&A, real estate, and commercial lending. We are on the uptick and trending positively at this point in time,” Conn said.

What changes over the past year most impacted Clark Hill’s Pittsburgh office and in what ways? 

Our firm is the second oldest law firm in Pittsburgh. We started as Thorp Reed & Armstrong and in March of 2013 merged with Clark Hill. Our Pittsburgh office is thriving and we are continuing to add people to our team. We are one of the most productive offices in our firm and are extending our lease, showcasing our strong commitment to Pittsburgh. 

As we continue to recover from COVID, we have a mandate that requires our employees to be in the office as least three days a week. Many people in our Pittsburgh office choose to come in five days a week. I believe that it is important for our employees to be in the office to do what we do. Not every profession needs to be in the office, however, I believe that especially for our young people, they need to be able to learn from each other and senior attorneys. It is easier for them to do so face-to-face. 

Taking a broader look at the economy, how have ongoing changes in the market impacted your business, if at all? 

Prior to COVID, Pittsburgh was at its peak and very much thriving. There was a lot of development, including new hotels and restaurants. COVID had a large impact on our city and we are still in the process of recovering from that. It has impacted our real estate market downtown, our office building market. There are a number of construction projects downtown right now that are changing the use of some of the office buildings to mixed use and multifamily apartments. I believe that the future here is looking bright. For Clark Hill specifically, our Pittsburgh office has never been busier. We have tremendously loyal clients who appreciate our efforts for them and who are great ambassadors for us.

Given the competitive legal market in Pittsburgh, how are you recruiting and retaining talent, especially in transactional finance, real estate, and M&A?

That is really important to the company and to me. We try to recruit people who we believe are a good fit for our firm. We tell candidates in interviews that our firm is not a good fit for everybody and not everybody is a good fit for our firm. We put a lot of effort into developing our young talent. We make sure to spend time with them, give them client contact, and make them feel as though they are contributing. 

Our culture is highly team-oriented, especially in our Pittsburgh office. We have a team that includes our partners, associates, paralegals, and legal assistants, and we are not hierarchical. We understand that everyone has something to contribute and appreciate everyone’s contributions. Accordingly, we have many people who have been here a long time and we do not have much turnover.

The more experienced I get, the more I realize the importance of working with good people. Character is important in both the legal world and life. 

What trends do you see as most noteworthy in your industry and market, and how is Clark Hill navigating those developments?

AI and technology have been huge trends. I think that this new technology’s role is still to be determined and it is changing every day. More specifically, when it comes to AI and its role within the industry, we are at the forefront as a firm in terms of utilizing it and putting up appropriate guardrails to protect our clients. AI is something that you must make sure your clients permit you to use and understand when and why you are using it. A few years ago, this question would have been easy to answer; today, every firm in the country is having to determine how to use AI in its operations.

How are you seeing demand shift in commercial real estate and development financing in Pittsburgh, especially given changing office use, zoning, and climate/ESG concerns?

My practice is broad, working in M&A, banking and finance work, and some real estate. Across the country, all three of those practices were thriving prior to COVID. The M&A world was still doing very well in 2021 and 2022. Because of COVID and related factors, the demand dropped off in 2023. Everyone thought the demand would come back in 2024, but unfortunately it did not until much later in the year. Demand in Pittsburgh has increased and is higher than it has been in the past two years and I believe that it will continue to increase, both in M&A, real estate, and commercial lending. We are on the uptick and trending positively at this point in time.

Deeply rooted in the Pittsburgh legal community, how does Clark Hill engage with regional economic development, nonprofits, or public-private partnerships?

Our firm is very involved in the community. We represent and serve as counsel to many of the city and county organizations. This city is known for technology, healthcare, and education and we are heavily involved in all three of those, with lawyers who serve on the boards of universities, hospitals, and others. Our firm works closely with many charitable organizations, one of which is the United Way. We believe that it is highly important to be out in the community. 

What are your key strategic goals or priorities for Clark Hill’s Pittsburgh office over the next two to three years?

One of our main goals is to continue to add talent and grow. We have some people who will be retiring soon and we are looking to successfully succession plan with respect to those particular individuals. We expect to continue to have a significant presence in Pittsburgh and throughout Pennsylvania. Our Pittsburgh office has top-tier talent across practices. Our plan is to build on that and attract professionals whose skills and culture align with Clark Hill’s. That’s been a winning formula for us and for our clients. 

Winfield Smathers, CEO of Shorebridge, spoke with Invest: about helping clients manage their wealth through uncertain economic times. “We give clients options so they can make adjustments with enough years left to make course corrections. We give clients necessary information to empower their decisions,” Smathers said.

What have been Shorebridge Wealth Management’s most significant milestones and initiatives over the past 12 months?

We’ve had record revenue and asset growth in the past 12 months. We’ve eclipsed $1.2 billion in our assets under administration, a new high water mark for us. All of my advisers are at their highest producing levels. Everyone is benefiting from their own career growth and strong market growth. I am seeing continued strength moving forward. The average age of a financial advisor in the US is  56, but the average age in my firm is in the low 40s. We have a unique runway for growth because of our demographics.

What strategies have you employed to achieve record growth?

We are fee-based investment advisors. Because of a rising market, the value of assets under management we oversee rises and the fee we earn from that asset base, while it stays level, generates more revenue. We are a beneficiary of the business model. Rising assets helps our revenue grow. The other thing catapulting us forward are the young, hungry advisors in the early to mid part of their careers who are hitting their stride, resulting in new assets coming into the firm. 

What was the vision behind launching the Pittsburgh chapter of the Alliance of Merger & Acquisition Advisors (AM&AA), and what role will Shorebridge play in its growth?

One of my financial advisers is on the executive committee of the chapter. She works with business owners going through transactions to sell their businesses. She is building her businesses around this model and is involved on the national level in the organization. The local chapter will be good for Pittsburgh, promoting M&A in the region. It’s great for the business owners to know there’s an organization out there that will help them complete transactions and help the families involved become stewards of their wealth and work through complex issues beyond the sale.

How has your institutional consulting practice evolved, and what distinguishes Shorebridge’s approach to serving nonprofits and foundations?

Our firm has been managing money for nonprofits since inception in 2013 but some of us have been working with nonprofits dating back to the 1990s. All of my financial advisors have the ability to build relationships with organizations, and when they get into a position where they need fiduciary help, they are looking for people they trust. We are very active through those connections. We typically are involved in smaller and midsized, local charitable organizations. Managing endowments is very similar to managing portfolios for high-net worth  individuals. Giving back to the community with our time, talent, and treasure is a core value. Through the initiatives of our entire team, we have developed relationships that have been very fruitful.

How does your structured approach to financial planning set you apart in the Pittsburgh market and beyond?

Most good financial advisory firms are plan-oriented. We work primarily with individuals and families who require planning to achieve their objectives. Most often, it’s planning for retirement, but education planning is another common goal. Our relationships start with the planning phase. Adjunct to that is the advisory part of the practice and helping manage money for those objectives. We’re a high-quality, fiduciary firm that always does what’s best for the client. We’re not in the sales business, we are in the advice business. We have a reputation that our client service sets us apart. 

Beyond numbers and markets, Shorebridge is deeply engaged in the broader Pittsburgh community. In what ways does your team contribute locally?

At the firm level, our contribution is typically financial support. We launched an initiative last year where we volunteered on a weekend before Thanksgiving to prepare packaged meals for the community. Individually, we have a strong sense of community and many people at our firm serve on boards and volunteer for various organizations. Our people want to get engaged and help. Pittsburgh is a diverse, tight-knit community, and different team members have different causes they support. We encourage individuals to support organizations they hold near and dear to their hearts. 

How is Shorebridge positioning itself amid consolidation trends? Is growth through acquisition or strategic partnership something you’re exploring?

M&A is being driven by private equity. Private equity has found that wealth management is a good business to invest in, with sticky clients and high levels of recurring revenue. Everybody has an ear to the floor to learn, and it’s important to understand where we are in our life cycle. We aren’t ready to be in the selling game yet. We want to ensure our culture is maintained and our clients are at the forefront of our business. If it’s not best for the client and our employees, it isn’t something we will seek out. It’s a trend that will continue because the business lends itself to the private equity world. 

What are some of the key concerns you’re seeing among clients approaching retirement, particularly in the Pittsburgh region, and how are you addressing them?

The big concern most clients have is knowing when they can retire and if they have enough money to live out their lives. There is also concern from people who don’t know what to do after they retire after a lifetime of routines and relationships. They want to sustain an intellectual level that aligns with their working years. Clients are typically concerned about being able to afford their lifestyle. We plan well in advance to give them actionable information  years before retirement. We help them stay in control of their finances and retirement timeline. We also have some clients who want to retire, but we give them information that compels them to rethink the decision. They may have to change their expectations, work longer, or save more diligently. We give clients options so they can make adjustments with enough years left to make course corrections. We give clients necessary information to empower their choices. 

What are your top priorities this year in terms of client service, expansion, or strategic focus, especially in the local context?

Our key goal is to continue growing the firm by attracting  new clients and new financial advisors. We want to continue positioning ourselves for the future, so when it’s time to move on we are in the right place with the right partners to continue providing the exemplary service our clients are accustomed to. We need to ensure we are not making business mistakes and running the firm smartly and profitably. Our employees and clients need a place of continuity for their careers and families for generations to come. That includes preserving the culture and integrity of the firm. We’re always figuring out better ways to do things, becoming more efficient, and pinpointing areas for improvement.

In an interview with Invest:, Dan Sarver, managing director of Confluence Advisors, discussed the growing positive sentiment in the mergers and acquisitions market, as well as the firm’s plan to grow with junior talent. “We think the mergers and acquisitions market is going to pick up in the fourth quarter, and into next year,” Sarver said.

What recent market conditions have impacted Confluence Advisors?

Confluence Advisors focuses on two core services: representing companies in sale transactions and raising capital. Over the past year, the M&A market has softened due to uncertainty surrounding tariffs, taxes, and higher interest rates. These factors have caused many private equity sponsors to hold assets longer, limiting both fundraising and deal activity. At the same time, U.S. manufacturing is showing signs of contraction, adding further caution.

When uncertainty is high, buyers often hesitate as they struggle to underwrite future performance, which results in more conservative offers, lower valuations, heavier reliance on earnouts, or in some cases, walking away from a deal entirely. These dynamics have contributed to fewer completed transactions.

On a positive note, several headwinds are easing. Recent tax legislation has created greater certainty, interest rates have moderated, and tariff risks are more clearly defined. With those improvements, we expect M&A activity to gain momentum, particularly as we move into 2026.

Which industries are most active within the Pittsburgh market now?

Several non-discretionary service industries are seeing heightened activity particularly business, professional, and industrial services. One fast-growing area is residential (“resi”) services, ranging from HVAC and roofing to landscaping, disaster restoration, and home maintenance. These are stable, needs-based businesses that attract consistent investor interest.

Beyond services, infrastructure, safety, aerospace, and data center-related industries are also strong. Data centers require enormous amounts of power, and in our region, former power plants are being converted to meet that demand and creating a compelling investment theme. 

What challenges do you see when Western Pennsylvania businesses owners think about succession?

Many baby boomer owners are entering retirement or stepping back from daily operations. For these business owners, succession often means selling the company to achieve liquidity, manage estate planning, or transition into their next chapter.

The challenge is that most owners underestimate how much preparation is required. Positioning a company for sale, maximizing value, highlighting growth opportunities, and structuring a smooth transition takes time. Starting early is key.

Another concern we frequently hear is “stewardship”. Owners care deeply about employees, customers, and suppliers. They want confidence that the next owner will be a good fit, even though they know new leadership will bring different priorities and ways of operating. Engaging professional advisors helps business owners expand their buyer universe and ultimately choose the right partner for their legacy.

Why should a business owner consider hiring an investment bank when selling their business?

Selling a business is often the most significant financial event of an owner’s life. Maximizing value and fit requires more than just finding a buyer, it requires creating a competitive process. An investment bank brings the expertise, relationships, and process to make that happen.

The reality is that while many buyers may express interest, only a handful will be serious and capable of paying a market-clearing valuation. Sifting through inquiries, managing diligence, negotiating terms, and positioning the company as a “must-have” opportunity takes time and specialized skill.

By running a structured, competitive process, we ensure business owners not only receive the optimal outcome but also maintain control and options throughout the transaction. It’s about protecting the value they’ve built over decades and delivering a result that meets both financial and personal goals.

What skills are you prioritizing when hiring and developing junior talent? 

We look for candidates with strong foundations in accounting and finance, including financial modeling, statement analysis, and industry research. Technical fluency in Excel, PowerPoint, and AI prompting is essential.

Communication skills are equally critical because we regularly interact with business owners and professionals. We value people who can explain complex analysis clearly, build trust, and represent Confluence with professionalism.

Given our deep roots in Western Pennsylvania, we look for individuals who want to live and grow their careers here. That sense of connection to the region strengthens our ability to serve local business owners.

How does the firm give back to the community in Pittsburgh?

Confluence is deeply tied to the Pittsburgh region. Our members have served on boards of local nonprofits and professional associations, including the Association for Corporate Growth and the Exit Planning Institute. We also contribute to regional charities and actively participate in professional networks across law, accounting, and wealth management.

This involvement keeps us closely connected to the business community and allows us to give back to the region. 

What are your top priorities for the next few years?

We’re expanding our team, particularly at the junior level, to meet rising demand. We’re also actively pitching new opportunities and expect several transactions to close early next year.

We believe deal activity will strengthen in late 2025 and into 2026, creating an attractive environment for business owners considering a sale. By growing our team and capacity now, we’re positioning Confluence to serve more clients and deliver outstanding outcomes as the market improves.

Whether the client’s needs are generational wealth transfer, retirement, tax or financial planning or to plan a successful exit from their business, working with an advisor helps people get where they want to go. In an interview with Invest:, Robert Jazwinski, founder and co-CEO of JFS Wealth Advisors, discussed his firm’s processes, and ensuring strong client relationships. “It begins with our people. Our people are truly our most important asset,” he said.

What have been some key highlights for JFS Wealth Advisors?

We reached $4 billion in assets under management last year. It’s a sign that we’re continuing to grow. Fifteen years ago, we had about a billion dollars in assets under management, which is substantial growth and a testament to our team’s hard work and the services we offer in the region. 

We’ve developed a niche Business Growth & Transitions service to assist private business owners in the region. Many private business owners have a lot of their wealth tied up in their businesses. They need to develop plans to realize their wealth and need assistance with ownership succession planning and transition, so we have a team dedicated to this service and they are experiencing a lot of success throughout western Pennsylvania and eastern Ohio. 

How do you ensure strong client relationships as the firm continues to grow?

It begins with our people. Our people are truly our most important asset, and it is pervasive across the organization. We want our team – our advisors, and all supporting team members – to care about clients.  It’s become part of the firm’s culture. Additionally, we are intent on working with our team members to develop their professional skills. We pay for, reward, and incent them to obtain professional credentials, graduate degrees, and continuing education requirements. We think the most important part of our firm is to make sure we have committed, caring, and credentialed people. 

We have investment strategies that have proven to be effective over time. They are based on robust academic research that has stood the test of time. We track performance and compare it with other advisors and relevant benchmarks; we know that the strategies are performing well. We also manage the tax efficiency of the investment return. We aim to be 95% or better from a tax efficiency point of view. 

What services are seeing the most demand?

One component we emphasize is financial planning. This is the real value advisors provide. There have been several industry studies that describe the value good advisors can provide through financial planning. It can be as much as 2% to 3% per year in additional investment returns over time. This is very significant as value compounds over time. A part of this is managing emotional responses to the ups and downs of the market and educating clients about the importance of diversification. We want to educate clients about the volatility of the markets while also making sure they have the right structure for their investment portfolios. There are also other ways we add value through financial planning. We consider clients’ objectives and work together to help them accomplish those objectives and goals. We’re also seeing a lot of activity in the charitable giving space. There has been a lot of wealth created in the economy in the last 15 years. People across different levels of wealth are very interested in tax efficiency for the benefit of charities, so we have developed good expertise in charitable giving strategies. We’re also advising multiple generations of our clients’ families. As a result, our family wealth service is one of our biggest service areas. This is helping families manage comprehensive financial needs, including financial planning, tax, estate planning, bill paying, trust administration and other defined needs. Many of our wealthiest clients want to make sure their families are well taken care of down the road. 

What new initiatives are in the works?

We have several professional firms that we collaborate with. These are primarily CPA firms and law firms we have developed close relationships with. Our primary source of new clients comes from referrals from existing clients. We continually coach our team that our top business development strategy is taking care of our clients. This is not only our obligation as a fiduciary advisor, to make sure that clients’ needs are met and that their interests are ahead of ours, but satisfied clients talk to their friends and families and refer us to them. This is the main source of new client growth. 

More recently, we’ve been ramping up our digital marketing efforts. Through webinars and other events, we aim to provide a high level of education and information for people who are interested.

What are the main challenges facing clients today?

It is a macro issue with the heightened level of uncertainty we are experiencing in the global economy. There are military conflicts and global trade issues, for example. You must stay optimistic, but there are periods of time when we grapple with very difficult issues. Hopefully, the factors that are generating uncertainty get resolved and we see positive conclusions.  However, the financial markets are generally resilient, particularly when you have a broadly diversified portfolio. Corporate earnings are a result of positive human behaviors over time. When you think about what we do as humans on a regular basis, we are constantly solving problems and capitalizing on opportunities. We are constantly trying to improve ourselves. We are constantly trying to meet and beat budget. The ingenuity involved in dealing with issues propels us forward over time. This will likely continue to be the case because that is the history of humanity over time.

In the region, we have some demographic issues. as there is not enough population growth. We are not having much workforce growth, which can be a limiting factor in growth for economic activity. But with this said, Pittsburgh still has about 2.5 million people in the metro area, which is a significant population size that translates to a significant group of people needing the types of services we offer. With all the positives for the region – the great schools and higher education system, quality health care, the outdoors, the diverse economy, for example – Pittsburgh remains a great place to raise a family. Regional leaders are committed to further improvements. 

What are the top goals and priorities for the firm in the coming years?

We will continue to improve everything that we do. That is our first objective. We see some benefits in using AI to improve our productivity. Also, our team is as enthusiastic and engaged as ever. We will continue to work with them to develop their skills and help them on their own path of personal success. We will continue to monitor what clients need, which is a continuous process. We’ll continue to monitor what is happening, assess it from the standpoint of clients, and remain current  with our services. Our partnership with our clients is to help them realize their financial goals and objectives.

Bethany Bryant, regional director at wealth management and multi-family office firm Glenmede, spoke with Invest: about leveraging the advantages of being a midsized firm in the growing Pittsburgh market. “We are a midsized organization that has the size, scale, and resources of a large company, but we’re small enough to be entrepreneurial, nimble, and flexible,” Bryant said. “We have a planning-led, investment-aligned approach to clients’ wealth needs.”

What changes over the past year have most impacted the company and in what ways?

I joined Glenmede in early 2024, and it has been amazing to land at a company that talks the talk and walks the walk in terms of delivering exceptional client experience. Privately held organizations like Glenmede can make the right long term business decisions even if they negatively impact the bottom line in the short term.  Publicly-traded companies don’t always have that luxury.  The last nine months have been anything but normal in the stock market. There has been a lot of volatility. We were down 20% as an economic indicator. Point-in-time indicators don’t always tell you what’s going on across the world. It’s been great to work at an organization that focuses on client experience and helping clients focus on the bigger picture and their goals. Money is very personal, and peoples’ livelihoods and goals are dependent on their investments and savings. When we take care of our clients, the business takes care of itself. 

Glenmede has focused on organic growth. There is a lot of consolidation happening in this business. We are not in the acquisition business like you’re seeing across the industry. If you are well capitalized and growing at a steady, organic rate, you don’t need to knock the lights out to have a solid business model. Glenmede has transitioned from a “big” small company, and we’re becoming a “small” big company, so we’ve added a little more infrastructure, policies, and governance to help us move faster. We are a midsized organization that has the size, scale, and resources that come with a big company, but we’re small enough to be nimble and flexible. 

How has Glenmede’s overall performance and growth trajectory shaped the firm’s approach in Pittsburgh and the broader mid-Atlantic region?

We’ve been in Pittsburgh for about five years; it is our newest office. There is a lot of enthusiasm for Pittsburgh as a market. There is wealth here, both old and new. This market has many small businesses and a reasonable cost of living. Whether you grew up here or are a transplant, it is an active and growing market. Historically this market has been served by several very large players in the wealth management space, as well as a few smaller players.  While the large institutions have much of the legacy wealth, we are seeing a number of new institutions enter this market in recent years to take advantage of the growth and opportunity in Pittsburgh. The downtown area of Pittsburgh is buzzing with restaurants and tons of foot traffic. It says something about the residents, the opportunities, and the vibrancy of the city that you don’t see everywhere. 

What recent initiatives, service enhancements or client milestones stand out as significant achievements for the Pittsburgh office?

Our priority is serving the market. As a wealth management firm, particularly with family office services, we lead with a planning focus before we dive into a client’s investments. Investments should be selected only after the goals, cash flow, risk tolerance and ownership structure is reviewed and should be tailored to execute the wealth plan. We operate as  a multi-family office with many different wealth advisory services and estate planning capabilities. We break our planning into three pillars. The first is “lifestyle”, ensuring you can live the lifestyle you’d like to maintain with the assets and cash flow you have. Once we understand the lifestyle goals, we work on the second pillar which is “legacy”, determining how, where and when you want your money to pass after death. We spend a lot of time embedding family values and a lasting impact for multiple generations of wealth transfer.  The third pillar is  “philanthropy”. We spend a lot of time with clients thinking about their philanthropy in an impactful way. Clients often want to see their philanthropic dollars put to use while they are alive to see their impact. We also look at the structure people can use for their philanthropic causes, including trusts, foundations, and donor-advised funds, to ensure they are leveraging the right assets to give. Lastly, we think about the values a client wants to pass along to their next generation. Sometimes philanthropy can be the thread you pull from one generation to the next, so we spend a lot of time talking about legacy and family values to pass down. Investing should always be influenced by lifestyle, philanthropic and lifestyle goals. 

What role does the company play in facilitating philanthropy and community engagement in the Pittsburgh area?

Glenmede was founded by the Pew family to manage the Pew charitable trusts in perpetuity.  Philanthropy is in our DNA.  We invest at a corporate level in every market we are in. In some cases, it is an outright donation from the company or a matching gift for our employees’ giving. Secondly, we give back through charitable sponsorships. We support local and regional charities as a sponsor for several organizations that have an impact in our community and that hold values that align with our clients and employees. All employees are encouraged to sit on philanthropic boards and donate our personal dollars. Glenmede will sponsor large events that align with employee donations and passions. We often sponsor organizations that our clients are involved with. We want to ensure we are matching and aligning our interests with our clients’ interests. 

What regional trends are most influencing Glenmede’s strategies and conversations with clients?

We are focused particularly on multi-generational families and on business owners. There is a lot of wealth tied up in businesses. People have assets in all forms, liquid or not. We are involved in the Business Exchange, the Technology Council, and the oil and gas industry. There’s a fair amount of wealth that is going to pass, either through a sale of a business or by passing of ownership interests to the next generation. Both scenarios involve a high level of planning. Business owners are a target audience for our firm generally, but has a particular focus in Pittsburgh due to the demographics. We also focus on women and the next generation. We executives and career professionals building their own wealth, while at the same time inheriting wealth from their baby boomer parents. In some cases, they aren’t that young and are inheriting significant wealth and have already built a nest egg of their own. Women tend to live longer than men, often inheriting  a sizable amount of wealth that they are going to control. Some don’t feel as financially savvy and appreciate an educational component. There is an opportunity to ensure they are informed about their choices around their wealth. 

Looking ahead to the next 12 to 18 months, what priorities and goals is Glenmede setting for its Pittsburgh operations and the broader region?

Our first priority is to provide our clients with a white-glove client experience and service in pursuit of their goals. The second priority is to expand our talent. We have an incredibly talented team in our Pittsburgh office, and our growth is dependent on being able to retain and develop the people we have while attracting additional talent. Our third priority is maintaining strategic, organic growth at a steady pace. We’re not looking to double the size of the company through acquisition, but to steadily grow in our market by delivering exceptional service.

In an interview with Invest:, Jeremy Hartzell, Chief Operating Officer and General Counsel at HBK CPAs & Consultants, highlighted HBK’s talent development initiatives, community engagement, and the firm’s focus on industry-specific solutions. “The acquisition of an HR advisory practice and the expansion of our IT vertical have been transformative,” Hartzell said.

What key changes over the past year have impacted HBK in Pittsburgh, and in what ways? 

The most significant development is the acquisition of an HR advisory practice in February 2025. This is an initiative we have pursued for several years across the entire firm. We were fortunate to partner with Bob Floreak and his team at Acuity, acquiring a majority interest in the company. This addition allows us to offer comprehensive outsourced HR advisory services, including talent acquisition and related solutions.

Additionally, Vertilocity, our IT practice, has experienced rapid growth throughout the region. Locally, we welcomed Dan B. Sefick as a new partner to lead our nonprofit practice for the entire firm from the Pittsburgh office. We also added Dan Milcic to our manufacturing group, further strengthening our talent base.

Our organizational structure has evolved toward a solutions group or industry model, aligning our expertise with client needs while maintaining our local presence. We remain committed to community engagement through HBK Cares, our community service initiative, which underscores our dedication to investing in Pittsburgh.

How is HBK approaching talent recruitment and workforce development, especially in attracting and nurturing talent in Pittsburgh?

Talent acquisition is a priority, especially in accounting, where the industry has faced a talent shortage. The PICPA has helped by revising licensing requirements, which we view as a positive step.

Locally, we expanded our talent acquisition team by hiring a second professional based in Pittsburgh. She joined us at the end of July 2025 and reports to Michael Provance, who was promoted to Director of Talent Acquisition this year. We are also recruiting a College Recruitment and Intern Program Coordinator to enhance our early-career pipeline.

At the leadership level, we brought on Molly Crane as Chief People and Culture Officer, elevating our HR capabilities. Additionally, we have hired a contractor to lead tax training and development, overhauling our tax training program. This follows similar enhancements on the assurance side under Shawn O’Brien, who is a principal for HBK. These strategic hires strengthen our ability to attract, develop, and retain top talent.

Importantly, our talent strategy leverages Pittsburgh’s unique strengths, including partnerships with local universities and alignment with the region’s growing tech and professional services sectors. The Acuity integration has been particularly valuable in providing data-driven insights and best practices that help us tailor our offerings to meet the evolving expectations of today’s accounting professionals. This is also in line with our service model that is tailored to middle-market clients rather than Fortune 500 companies, though we do serve some billion-dollar clients. Our focus remains on small to midsize businesses that lack internal expertise and require a partner to provide specialized support on an as-needed basis rather than maintaining full-time staff.

How does HBK distinguish itself in a competitive market?

In 2025, HBK earned significant recognitions that highlight our firm’s growth and excellence, including being named to Accounting Today’s Top 50 national firms while maintaining our Top 100 position for over a decade, along with inclusion in USA Today’s February 2025 list of “Most Recommended Accounting Firms.” These prestigious honors validate our strategic direction and the exceptional service quality delivered by our teams nationwide. The national recognition specifically underscores the success of our expansion through strategic acquisitions like Acuity HR, the robust performance of our specialized industry practices, and our ongoing commitment to innovative service delivery models. For our Pittsburgh operations, these achievements have produced tangible benefits by enhancing our ability to attract premier local talent, strengthening our competitive position in serving regional clients, and confirming the value of our investments in key practice areas such as manufacturing and nonprofit services. In Pittsburgh, we have moved into the Top 10 on the Book of Lists, which is a notable milestone. Realistically, this is likely as high as we can climb without being acquired, given the dominance of larger firms such as the Big Four and BDO.

How does HBK’s Nonprofit Solutions Group support Pittsburgh’s nonprofit and philanthropic ecosystem?

Nonprofits are vital to Pittsburgh’s community, spanning healthcare, education, foundations, and cultural institutions. We provide professional services ranging from compliance to strategic consulting, board training, and planning.

Many of our team members serve or have served on nonprofit boards, and we encourage active participation. We sponsor events aligned with our mission and organize monthly community engagement initiatives. For example, we recently partnered with Urban Impact and the Steelers for a volunteer event. During busier periods, we facilitate donation drives, such as pet food collections for Animal Friends or support for veterans. We believe in the principle that “to whom much is given, much is expected.” This philosophy drives our commitment to giving back, whether through hands-on service or charitable contributions.

How are you supporting manufacturing clients in the region?

Manufacturing is a dedicated industry group led by Jim Dascenzo in our Youngstown office, with significant expertise in Pittsburgh. We serve approximately 20 high-level manufacturing clients, providing strategic guidance amid evolving economic conditions.

Recently, we hired a business consultant with industry experience to advise on inventory planning, costing, pricing, and tariff-related challenges. We help clients navigate economic trends, tax implications, and supply chain decisions, such as inventory storage and movement.

For instance, when the One Big Beautiful Bill Act passed, we quickly published a multi-page analysis and hosted multiple webinars, one focusing on manufacturing-specific impacts. Our goal is to stay ahead of changes, ensuring clients make informed strategic decisions.

Which industry trends, locally in Pittsburgh or nationally, are most impactful for HBK, and how are you navigating them?

One of the most significant trends is the post-COVID financial landscape. Many companies accumulated substantial resources during the pandemic due to various relief programs. However, we are now observing a pullback in both merger and acquisition activity and discretionary spending. Businesses are struggling to adapt to constantly changing regulations and economic conditions.

Many CEOs express frustration over the lack of certainty. They simply want clear rules to guide their decision-making, even if those rules are unfavorable. This uncertainty has led to delayed hiring and investment decisions. Within the accounting industry, we have noticed a tightening labor market, with fewer professionals switching jobs compared to previous years.

Another trend is the shift away from remote work. While remote work was widely adopted post-COVID, many firms, including ours, are transitioning back to in-office environments. Human interaction is critical, particularly in consulting, where collaboration and relationship-building are essential.

What current challenges do you see for the CPA and consulting industry, and how is HBK, particularly the Pittsburgh office, addressing them while finding new opportunities?

One of our biggest challenges is pricing. The accounting industry has historically undervalued its services, leading to a race to the bottom in terms of fees. Firms often underbid one another, resulting in unprofitable engagements. We must adopt a more sustainable approach, similar to law firms, where fees reflect the true value of services provided.

The talent shortage further complicates this issue. With high demand and limited supply, salaries are rising, yet fee structures have not adjusted accordingly. This disconnect creates financial strain. Addressing this will require industry-wide collaboration to ensure fair compensation and sustainable business models.

How does HBK engage with the Pittsburgh community through education, or other sector‑specific initiatives?

We actively partner with local universities where we recruit, including Robert Morris University, Duquesne University, Geneva College, Westminster College, and Grove City College. This year, we supported Robert Morris University’s Volunteer Income Tax Assistance (VITA) program, which had lost its United Way funding. This program not only benefits low-income individuals but also serves as a training ground for aspiring accountants.

Additionally, we established a scholarship at Grove City College and committed $100,000 to Youngstown State University. We continuously assess community needs and encourage our partners to identify opportunities where we can make a meaningful impact.

What is your outlook over the next few years for HBK’s Pittsburgh office?

We recently launched a strategic plan focused on growth both in practice and personnel. Maintaining our office culture is a top priority. We pride ourselves on being a fun, collaborative workplace with low turnover.

Expanding our market presence is another goal. We are nearly out of space in our current building, which is a positive indicator of growth. Our downtown Pittsburgh valuation team is already operational, and we are exploring mergers and acquisitions to integrate smaller firms into our practice.

We are also preparing to introduce a professional services industry model, which will be a new offering in this market. Above all, we aim to remain active community stewards, ensuring we contribute meaningfully to Pittsburgh’s growth and development.

Carlin Campbell, CEO of full-service design-build firm PWCampbell, spoke with Invest: about the leadership transition at the firm, its differentiators, and the top priorities for the near term. “We manage our growth so it is sustainable. We make sure to align our strategies and conduct thorough research before taking on new growth initiatives,” Campbell said.

What changes over the past year have most impacted PWCampbell and in what ways? 

Last year, we underwent a leadership transition that had been carefully prepared and planned over the course of several years. We worked well as a team to fill gaps and create a seamless transition. The executive team has an average tenure of 20 years, which helped create continuity within the group during the transition. 

How are you approaching this new chapter for PWCampbell, and what are your top priorities as you take the helm?

We’re approaching it the same way we always have. We are evolving as an organization built on a solid foundation and are fortunate to have a team of highly skilled individuals who have been dedicated to our organization for an extended period. During our most recent annual employee meeting in February, we emphasized the effectiveness of our current processes and encouraged our employees to continue their successful practices. Our well-established processes and procedures do not require reinvention, as they are consistently and effectively executed. This reflects the exceptional management skills of our executive team and the dedication of our employees. In times of change, we adapt while always maintaining a steadfast commitment to delivering exceptional service to our clients. 

PWCampbell has a long-standing reputation in design-build and consulting for financial institutions. How do you differentiate the firm?

At our core, our difference is our people who are talented enough to work anywhere, but they choose to work here because of our culture, our values, and our mission. We provide competitive wages, a comfortable workplace, and a caring team. This is how we deliver the best possible service to our clients. We do a great job executing from start to finish. We are constantly collaborating internally and communicating with the client, which helps us to build long-term relationships and earn repeat business. We make it a priority to develop trust and partnerships with our clients.

Which areas are seeing the most client demand, and why?

Our work is with financial institutions, mostly community banks and community credit unions. The banking landscape has changed tremendously over the last decade. Client demand is now driven by several market trends: organizations making data-driven decisions, the transformation of retail spaces due to customers expecting an enhanced experience, and the need to integrate the mobile/web and in-person user experience. We meet these needs through our process of starting with the strategic and financial goals of our clients. We then apply demographic, lifestyle, and market research data to inform our innovative design and technology solutions that are customized to meet our client’s goals, deliver exceptional retail branch experiences, and integrated mobile and in-person technology access.

What advantages does Pittsburgh offer in terms of talent, clients, and collaboration? 

Pittsburgh is small enough that people don’t get lost in the shuffle. When we bring one talented person on board, they are likely to have connections to two more, which helps our recruiting efforts. Other larger cities may not have the kind of connections people make in Pittsburgh. Connections and relationships seem to be deeper and last longer here. Our outstanding reputation and longstanding presence in the market, spanning 115 years, serve as a competitive advantage. Over the years, our company has diversified its business offerings to align with evolving client demands, necessitating growth in our workforce to meet these requirements. One significant area of focus is technology, which is a vast industry experiencing rapid growth in Pittsburgh. Our clients are increasingly incorporating technology into their branch environments to enhance consumer engagement, self-service options, and product education and promotion. Consequently, we have established the PWCampbell Technology Solutions division, a service-oriented team dedicated to delivering in-branch technology like conference room systems, kiosks, tablets, in-branch music, and our proprietary digital signage platform, BrandVisionHD. Thanks to the exceptional talent we have recruited in the tech sector, this division has been able to offer award-winning solutions to our clients. Additionally, our retention rates are outstanding. We have a high number of long-term employees, due to our inclusive and welcoming culture, as well as our commitment to work-life balance principles.

How is PWCampbell attracting top designers, consultants, and tech talent in a tight labor environment?

The timeline for hiring technology positions happens faster than in construction. Nationwide, people aren’t going into the trades like they used to. We hired our first full-time recruiter a year ago. We previously worked with recruiting companies that specialized in specific industries. Educating those firms about our company and culture was challenging. However, the decision to hire a full-time recruiter has been instrumental in identifying top talent who not only have the required skills but also align well with our organizational culture. Again, our great reputation, competitive wages, enjoyable work atmosphere and work/life balance make the job much easier for our recruiter.

How is PWCampbell helping clients embed environmental and social responsibility into their design and operations?

The requirements of LEED and other sustainability practices are now embedded in every project; from reducing waste to choosing responsible products and materials. We are now also focused on visitor and staff wellness strategies which have come to the forefront of innovative design. Our discussions with clients include air quality, noise management, natural light access, flexibility of spaces for more public or private discussions and work, and even management of scent. We, along with our industry, continue to evolve and deliver the best spaces that consider the environment, the staff, and the visitor use of and comfort in the physical space.

Looking more broadly at the region, how do you see Pittsburgh’s economy evolving, and what role do local organizations like RIDC play in supporting that growth?

Pittsburgh is a tremendous city with a lot to offer. We’ve seen a lot of growth in the technology sector, and companies are coming here to set up shop and utilize the talent pool. A lot of our commercial work is done outside the city. We’ve been at the forefront of the financial services industry and have grown our footprint substantially. Our Pittsburgh roots help the technological side of our business tremendously. The tech sector is driving growth in other industries; we are excited to see what companies and industries come to the region.

Looking ahead, strategic clarity becomes key to long-term success. What are your top goals for PWCampbell over the next two to three years?

We will continue to invest in our staff, expand our geographic reach, and extend our industry vertically in technology, branding, and residential construction. The growth potential is there, and we need to continue to find the right staff. Our residential division, Phillip Wentzel Custom Homes has experienced significant growth within our company. Our excellent reputation in the custom homes sector is gaining traction, with large projects coming in through satisfied customers and positive referrals. We intend to capitalize on this momentum and continue to expand this division. We are also focused on growing the Technology Solutions side of our business and finding new products and services to offer our clients. We make it a point to grow sustainably through research and smart investments. We want clients for life. We help our clients make the right decisions and limit risk, no matter the project. We’re also focused on increasing our marketing efforts. We’ve always been a sales-first company, and it’s served us well, but reaching clients is more of an art now compared to 10 years ago. We want marketing to supplement sales, and vice versa, to attract more clients. 

In an interview with Invest:, Robert Fragasso, chairman and CEO of Fragasso Financial Advisors, discussed the firm’s strategic shifts and operational refinements, and how technology has helped advance its business. “Technology like AI is an opportunity, not a challenge,” he said.

Reflecting on the past year, what have been the most significant achievements for Fragasso Financial Advisors? 

There have been several achievements worth mentioning. The first is that we evaluated our client model. We are structured differently than most investment firms as we do not bring in advisers who have their own book of business and then have them clear through us, which is the more typical model. Instead, we have one book of business, and portions of it are assigned to our financial advisers and their teams. We all work together, with everyone on salary, a firmwide bonus, and an achievement bonus based on gaining new assets and retaining assets under management.

With that as a backdrop, we have an executive team that determines our strategic direction, as well as operational managers. This may sound elaborate for a 40 to 45-person company, but we believe this structure is necessary. The executive team evaluates where we are taking the firm. They have oversight over operational management. I am involved due to my institutional knowledge after 53 years in the business.

The executive team guides the firm forward, and over the past couple of years, we made a major decision to focus on high-net-worth and ultra-high-net-worth clients. While many firms claim to target this segment, we restructured our client base to align with this focus. We brought on two independent associate advisers to handle the lower-asset end of the book, which significantly improved our cost structure and increased the average assets per household we attract. This was a major strategic shift. At this point, we have $2.5 billion in assets under management, even after reallocating some assets to other teams.

The second major achievement relates to our office footprint. We previously owned an office in downtown Pittsburgh, but due to escalating crime and homelessness, particularly drug dealers operating outside our building, our employees and clients refused to come downtown. We made the difficult decision to close our downtown office after 50 years of presence there.

We also consolidated other offices. We had five locations: one in Beaver, Pennsylvania, where we had hoped to capitalize on the $2 billion cracker plant development; two in the South Hills; one in the North Hills; and one downtown. We folded the Beaver office into our North Hills location, moved it to Sewickley, which is an upscale suburban neighborhood, combined our South Hills offices, and closed downtown entirely. This reduced our footprint from five offices to two magnet offices without disrupting operations. Our advanced IT infrastructure and process-driven approach allowed us to continue growing assets even during lockdowns.

The refining of our client focus, optimizing our office locations, and enhancing our technology have positioned us for continued success, and it has been a very eventful two years.

What about your firm’s structure has made it possible to execute this strategy so effectively and nimbly?

Our model is the key differentiator. We have one centralized book of business, salaried employees with performance-based bonuses, and an Employee Stock Ownership Plan (ESOP) structure. Unlike some firms where advisers own their own books, we maintain full control over our assets and direction.

For example, a well-known third-generation firm we had considered merging with had no succession plan and allowed advisers to control their own books. When a team left, they had no recourse. We avoided that pitfall because our team is fully aligned. Our advisers are part of the strategic discussions, fostering transparency and inclusion. The executive team made final decisions, but everyone felt heard, enabling smooth execution.

What types of financial planning services have seen the most growth among your clients, and what factors do you attribute that to?

Simplicity is one of the 10 core strategies that we use in our work, and financial planning is no exception to that. The moment things become too complicated, we know we are off track. In the past, we attempted to create a guideline for our client experience, and the person in charge developed what someone referred to as the NASA space shuttle manual, as it was full of excessive details. As soon as a plan becomes overly complicated, it becomes a recipe for disaster. Keep it simple. First, focus on the objective, then outline the major steps to achieve it. Smart individuals will take it from there.

Coming back to financial planning, we have always provided financial planning services. I began pursuing my CFP designation through part-time study, which took three years. I earned my CFP in 1982. Back then, I drafted financial plans on yellow legal pads. When we transitioned to digital systems, my team often retrieved those old plans from the files for amusement. However, those early plans followed the same structure as modern financial plans.

The difference now is that we are elevating every component to a higher level. For example, estate planning has always been a focus, but we now approach it with greater sophistication, particularly for high-net-worth and ultra-high-net-worth clients. Business succession planning, divorce, and widowhood support have also become specialized areas within our practice. While we previously addressed these issues broadly, we now provide highly refined solutions tailored to our clientele. Pittsburgh may not be New York or Chicago, but it has a significant concentration of wealth, particularly among business owners and professionals who require this level of service.

Our enhanced financial planning capabilities have been supported by improved IT tools. Most importantly, we have streamlined these tools to ensure a single point of entry rather than multiple access points. This efficiency reduces labor and enhances coordination. For instance, when opening a new account, all relevant team members receive simultaneous instructions, eliminating the need for manual follow-ups. This is especially valuable in our hybrid work environment.

With the rise of AI-driven financial tools and robo-advisers, how do you balance technology with the personal touch that clients expect?

Technology like AI is an opportunity, not a challenge. We made a strategic decision in 2019 to enhance our IT capabilities. When the pandemic struck, we were well-prepared due to these prior investments. We continue to refine our systems because we do not fear technological advancements. Clients will not replace professional financial planning with DIY software. What they need is a professional with expertise, education, and objective judgment, especially in volatile markets.

Advanced tools are analogous to the shift from agricultural to industrial society. Power plows replaced manual labor, allowing workers to focus on higher-value tasks. Similarly, automation frees our team from repetitive tasks, enabling them to specialize in areas like financial planning for divorce or business succession. Our role as management is to provide the tools that facilitate this transition.

What are your top priorities for the next two to three years in terms of growth, student success, and institutional impact?

Growth must be strategic. Acquiring practices, such as our acquisition in Beaver, presents challenges such as inheriting undesirable accounts. While acquisitions boost revenue, they can harm profitability if smaller clients dilute resources. Instead, we focus on organic growth in the high-net-worth and ultra-high-net-worth segments, which is why clients with under $1 million in assets are directed to our independent associated advisers.

We have also established a framework for independent advisers to use our portfolio management services, ensuring consistency and compliance. This model benefits both our firm and the advisers by reducing costs and maintaining oversight.

Succession planning is another priority. Our ESOP, outside board of directors, and structured governance ensure continuity. Strengthening our executive team and fostering collaboration are essential as we prepare for future leadership transitions.

In an interview with Invest;, Ken Scaggs, Pittsburgh market leader at Aon, highlighted the firm’s technology investments and efforts to work with local leaders to attract and retain businesses in the region. “We work with city leaders and economic development organizations to champion programs that support business growth and provide insurance solutions that enable innovation without administrative barriers,” Scaggs said.

What changes in the past year have most impacted Aon Pittsburgh and in what ways?

Over the past year, Aon Pittsburgh has experienced significant momentum driven by strategic leadership changes and a renewed focus on growth. With a vacancy in the office, I was asked to step in, assess our talent, and foster a more cohesive, collaborative culture. This transition has set the stage for expansion—we’re actively hiring both sales professionals and account executives to meet increased client demand. Our business pipeline is robust, with a marked uptick in RFPs and a win rate of 65%, which is exceptional given Pittsburgh’s legacy of longstanding client relationships. The team’s ability to drive new business while maintaining trust with established clients reflects our commitment to delivering innovative, client-first solutions.

What is the firm’s approach toward attracting and retaining talent?

Aon’s approach to talent is centered on creating a compelling value proposition for both recruitment and retention. This year, it’s become easier to showcase Aon’s differentiators — most notably, our $1 billion-plus investment in technology and data analytics. As the world’s largest reinsurance broker, our proprietary data and risk analyzer platforms empower clients to make informed decisions and identify vulnerabilities. These innovations set us apart in the marketplace and make Aon an attractive destination for top talent. When recruiting, I highlight our collaborative and supportive culture and the opportunity to work with industry-leading tools and teams around the world. We have fun doing this too! We’re a team of highly trained professionals who love our jobs, our clients and the industry. We prioritize finding the right talent fit because I believe that when our people work well together, we can consistently deliver exceptional results to our clients.

How is the firm tailoring its offerings to suit the needs of the region?

Pittsburgh is undergoing a tech renaissance, and Aon is deeply engaged in supporting this transformation. My role involves partnering with local government and educational institutions to attract and retain businesses, foster startups, and advocate for tax incentives that make Pittsburgh a destination for growth. With some 50-plus colleges and universities producing top talent, our focus is on creating opportunities that keep graduates in the region. Aon is leveraging its data and analytics to design insurance solutions tailored for startups, ensuring they can seamlessly manage risk and focus on scaling their businesses. We work with city leaders and economic development organizations to champion programs that support business growth and provide insurance solutions that enable innovation without administrative barriers.

How is the firm helping businesses understand evolving risk exposures?

Aon’s global network of 60,000 colleagues enables us to deliver insights on emerging risks, best practices, and industry trends. We aggregate data from our client interactions and share actionable intelligence across our client base, helping organizations anticipate and address new exposures. For example, while ESG is now top of mind in Pittsburgh, Aon is prepared to guide clients through these conversations with board-level expertise, drawing on experiences from other markets around the globe. This collaborative approach ensures our clients are equipped to manage evolving risks and drive strategic, informed decision-making.

What macroeconomic trends are of most concern for your clients in the region?

Business leaders in Pittsburgh are closely monitoring several macroeconomic trends that could impact their operations and growth trajectory. One of the primary concerns is the region’s long-term economic viability — companies want assurance that Pittsburgh will remain a competitive hub for business, with reliable infrastructure and continued support from both state and city governments.

Supply chain resilience has become a top priority, especially for organizations with national or global footprints. They are evaluating how disruptions and shifting logistics patterns could affect their ability to operate efficiently from Pittsburgh. Labor market dynamics are also a significant focus, as companies assess the availability and retention of skilled talent in a region known for its educational institutions but facing challenges in keeping graduates local.

Additionally, regulatory changes and tax incentives — particularly those aimed at fostering innovation and supporting startups — are under scrutiny, as businesses weigh the benefits of expanding or relocating within the region. Broader economic factors such as inflation, interest rates, and geopolitical uncertainties continue to influence strategic planning, especially for companies with complex supply chains or international exposure.

Overall, clients are seeking guidance on how to navigate these trends, ensuring that their organizations remain resilient and positioned for long-term success in Pittsburgh’s evolving business landscape.

How is the firm integrating new technologies to drive innovation and value for clients?

Aon is making significant investments in new technologies to enhance innovation and deliver greater value to our clients — especially as we expand our reach into the middle-market segment. The recent acquisition of NFP in April 2024 has strengthened our capabilities, allowing us to serve a broader range of businesses with more specialized solutions.

We’re leveraging artificial intelligence and advanced data analytics to provide clients with actionable insights that help them manage risk more proactively. Our proprietary AI platforms enable us to deliver tailored information to middle-market clients, who often lack dedicated risk management teams. This means clients receive relevant, timely guidance without being overwhelmed by unnecessary data.

Aon’s technology investments also include risk analyzer platforms, which empower clients to identify vulnerabilities and make informed decisions about their insurance and risk strategies. These tools are designed to be user-friendly and accessible, so clients can focus on growing their businesses while we take care of the complexities of risk management.

Internally, our AI-driven solutions are making our teams more efficient, allowing us to respond faster and with more precision to client needs. By integrating these technologies, Aon is ensuring that clients of all sizes — from startups to global enterprises — benefit from the latest innovations in risk solutions and analytics.

What are the goals for the company in the next few years?

Our ambition is for Aon to become a household name — not just within insurance, but as a trusted partner for businesses and our local communities. We are committed to supporting charitable causes and actively engaging in the communities where our colleagues live and work. Our goal is to deepen relationships beyond transactional insurance, helping clients thrive in all aspects of their business. This community-focused approach, combined with our investments in technology and talent, will drive Aon’s growth and impact in the years ahead. Great things are on the horizon for Aon in Pittsburgh.