PLANADVISER: How do you maintain a consistent client experience while managing firm growth or team expansion?
Keenehan: Consistency starts with knowing what you actually stand for. At HUB, we are clear about our process: fiduciary governance, employee engagement, financial wellness and accountability. When those pillars are built into how you operate every day, growth does not dilute the experience. It reinforces it.
That said, it takes real effort. I stay personally involved in the client relationships I manage. I know the committee members, the HR contacts and the employees who show up to coaching sessions. That familiarity is what keeps the experience consistent, regardless of what is happening at the firm level.
When we bring new team members into a relationship, we do it with context. We share the history, the goals and the dynamics of that client. No one should ever feel like they are starting over because someone new joined the team.
PLANADVISER: What professional experience or lesson has had a lasting impact on how you approach advising or leadership?
Keenehan: Growing up in Lima, Ohio, my grandfather used to sit with me and talk about investing. He would explain how putting a little bit of money away early and letting it grow could change your life over time. He made it feel simple, approachable and real. That was my first introduction to the power of financial planning, and it happened around a kitchen table.
That experience shaped everything about how I work today. When I sit across from an employee who feels overwhelmed by their 401(k) options or an employer who is unsure whether their governance process is where it needs to be, I think about my grandfather’s approach. He never tried to impress anyone with jargon or complexity. He just helped people understand the next right step.
I have carried that into every part of my career. Whether I was building investment menus, working with recordkeepers or advising retirement committees, the principle has stayed the same: Make it clear, make it practical and meet people where they are. Simplicity is not a shortcut. It is how you build trust.
PLANADVISER: What industry trends or developments do you believe will most influence retirement plan advising over the next five to 10 years, and how are you/your firm preparing for them?
Keenehan: The trend I am watching most closely is the integration of financial wellness into overall benefits strategy. For a long time, financial wellness was treated as a stand-alone perk. That is changing. Employers are recognizing that employees cannot meaningfully save for retirement if they are buried in credit card debt or living without an emergency fund. The advisers who connect those dots will be the ones delivering the best outcomes over the next decade.
I am also paying close attention to the regulatory landscape. SECURE 2.0 introduced meaningful changes, and more provisions are still being implemented. At the same time, the Department of Labor continues to sharpen its focus on fiduciary accountability. Employers who get ahead of these changes, rather than reacting to them, will be in a much stronger position. We spend significant time helping clients understand not just what is required today, but what is coming.
Finally, personalization is going to define the next era of employee engagement. One-size-fits-all communication does not work anymore. Employees want guidance that reflects their specific situation, whether they are early in their career or approaching retirement. The technology and coaching models to deliver that experience are improving quickly, and we are building our practice around them.
PLANADVISER: For plan sponsors evaluating advisers, what characteristics or capabilities distinguish you from your peers?
Keenehan: I have spent my career on nearly every side of the retirement plan industry. I have worked on the investment side building 401(k) menus. I have worked with recordkeepers and understand how the back-end systems operate. Now, as an adviser, I bring that full perspective to every client conversation. When something is not working in a plan, I can usually identify the issue and work toward a solution.
What I hear most from clients is that I make this work feel less intimidating. Fiduciary governance, investment oversight, plan compliance: These are serious responsibilities, but they do not have to feel overwhelming. I break things down, keep the conversation practical and help committees feel genuinely confident in the decisions they are making.
I also believe a retirement plan is only as good as the engagement behind it. A perfectly designed plan that employees do not understand or use is just an expense. That is why I spend as much time on employee education and communication strategy as I do on plan design and investment monitoring. The best plans work because someone made them matter to the people they serve.
PLANADVISER: What do you expect from plan sponsor clients in terms of commitment to plan design, communication, or governance?
Keenehan: I expect employers to take their fiduciary role seriously. That does not mean they need to be experts. It means they need to show up, ask questions and be willing to act on the guidance they receive. A strong retirement plan is a partnership, and the best outcomes happen when both sides are engaged.
On governance, I ask that committees meet regularly, document their decisions and stay current on the regulatory environment. These are not burdensome requirements. They are the basics of running a responsible plan, and when committees are consistent, it reduces risk and strengthens everything else.
On communication, I need clients who are willing to invest in reaching their employees. The best plan design in the world will not move the needle if employees do not know what is available to them. That means supporting education initiatives, promoting coaching sessions and being open to new ways of connecting with their workforce.
Ultimately, I want to work with organizations that see their retirement plan as more than a checkbox. It is a tool for attracting and retaining talent, supporting employee well-being, and building a culture of financial confidence. When an employer shares that mindset, great things happen.