Christopher Ryan Connolly

Partner, Retirement Team at CANE

Business at a Glance

PLANADVISER: What differentiates your team in a crowded advisory marketplace today?

Connolly: What ultimately sets us apart is the consistency and quality of our service and, more importantly, that it’s validated by the clients we serve. Service can feel subjective or “squishy,” but we make it real through client references who speak directly to our responsiveness, follow-through and ability to simplify complex decisions in real time.

Beyond that, we bring a disciplined, planning-first approach to plan oversight. We combine strong fiduciary governance with thoughtful plan design and meaningful participant engagement. Our process is structured and repeatable, similar to an ISO 9000 mindset. We consistently execute at a high level, but look for ways to improve each year. The framework stays the same; the outcomes keep getting better.

We also prioritize accessibility. We’re proactive, highly responsive and deeply engaged with both committees and participants, which allows us to address issues before they ever become problems.

At the end of the day, a lot of firms can check similar boxes. The difference is execution. Our clients consistently tell us we do exactly what we say we’re going to do. As my father used to say from his time in the Army, if you deliver on your promises, people will be satisfied. Do a little more, and that’s when you truly stand out.

PLANADVISER: What does “success” look like for your firm beyond asset growth?

Connolly: Advisory success begins with efficiency across all controllable elements. Before meaningful participant outcomes can be achieved, the foundation must be sound: seamless payroll integration, thoughtful plan design and highly competitive benchmarking results. When these core components are optimized in partnership with the plan sponsor, the plan is positioned for success.

From there, the focus shifts to participant outcomes, the true measure of a plan’s health. Are participants on track for retirement? Are they appropriately invested? This is where our process becomes more targeted and impactful. Leveraging both our internal tools and recordkeeper capabilities, we identify gaps and opportunities to drive better results.

Our work with the plan sponsor and participants is inherently connected. In new plan engagements, one of our first benchmarks is improving participation rates. While plan design plays a key role, real progress comes from engaging individuals directly. Tools like RetireReady TRAK [The Retirement Analysis Kit] reports, while simple, allow us to deliver custom, actionable insights at the participant level.

We complement this with ongoing monitoring using recordkeeper data and plan health metrics. When issues arise, we address them with precision, ensuring plan design and participant behavior remain aligned to drive better outcomes. If, through that process, we’ve meaningfully improved someone’s retirement and brought it into their line of sight, consciously or not, then we’ve done our job.

PLANADVISER: What are the biggest barriers preventing small or start‑up employers from offering retirement plans today?

Connolly: The biggest barriers for small or startup employers typically come down to perceived cost, complexity and competing priorities. Many assume a 401(k) plan is expensive to establish and maintain, without fully understanding the impact of tax credits or how plan design can control employer contributions. Those costs are both very real, hard-dollar expenses, as well as perceived higher-percentage AUM expenses. At the same time, they view administration, fiduciary responsibility and compliance as burdensome—often overestimating how much time and expertise is actually required.

Cash flow and business uncertainty also play a major role. Early-stage companies are focused on growth, hiring and managing expenses, so benefits like retirement plans can feel like a “nice to have,” rather than a necessity. This is especially true if ownership is not yet prioritizing their own retirement savings, which often delays action further.

Finally, inertia and lack of awareness are significant factors. Many employers simply haven’t been educated on how accessible and impactful these plans have become. Without a clear understanding of the value, both for themselves and their employees, or a trusted advisor to guide the process, the decision tends to get deferred despite the long-term benefits. We remove that uncertainty to allow them to make the right decision.

PLANADVISER: What specific approaches have you used to move these employers from hesitation to action?

Connolly: Moving employers from hesitation to action starts with reframing the decision from cost and complexity to outcomes. I position the 401(k) as a strategic tool for talent retention, owner wealth accumulation and tax efficiency, supported by clear projections of contributions, tax savings and SECURE Act credits. When the financial impact and competitive value are quantified, inaction becomes difficult to justify.

From there, I simplify execution by presenting the plan as a turnkey solution with minimal employer burden. While their involvement is important, I make it clear that our process is designed to be efficient and highly supported. I reinforce this with peer examples and client references; create urgency through defined timelines; and take ownership of implementation—coordinating with all parties to ensure a seamless path from decision to launch.

Finally, in competitive markets, I emphasize that offering a 401(k) has become table stakes. That framing typically removes any remaining hesitation and helps drive a confident decision forward.