PLANADVISER: How do you define excellence in retirement plan advising today, and what factors do you use to measure or evaluate your effectiveness with clients?
Watson: For me, excellence in retirement plan advising comes down to two questions: Are we improving retirement outcomes? Can we clearly explain how we got there?
At Strategic Retirement Partners, our mission has always centered on helping drive positive retirement outcomes through strong investment guidance, thoughtful plan design and disciplined co‑fiduciary governance. Technical expertise is expected, but what really matters is whether the plan is easier to run for the sponsor and more effective for participants.
We measure that in a few practical ways. On the governance side, we look at consistency—clear committee processes, good documentation and a prudent decisionmaking framework that holds up over time. On the participant side, we pay close attention to behavior: participation, savings rates and whether plan design features like automatic enrollment and automatic escalation are actually working. Finally, we listen closely to our clients. If plan sponsors feel confident, prepared and supported in their fiduciary role, we know we’re doing our job well.
PLANADVISER: How do you maintain a consistent client experience while managing firm growth or team expansion?
Watson: Consistency doesn’t happen by accident—it has to be built intentionally. As SRP has grown, we’ve focused on combining people, process and technology in a way that allows us to scale without sacrificing the client experience.
On the process side, we standardize what should be consistent: meeting cadence, governance support, fee benchmarking and investment oversight. That creates a predictable, professional experience for sponsors while still allowing flexibility to address each plan’s unique needs.
Technology also plays a role, but we’re thoughtful about how we use it. For example, we leverage tools like Microsoft Copilot in a limited, privacy‑focused way to improve efficiency—such as generating meeting summaries and action items—without replacing human judgment or compromising confidentiality. Ultimately, technology should support better service, not distract from it.
Most importantly, we invest in our people. Our goal is for every client to feel like we’re an extension of their team. That mindset is what keeps the experience consistent, even as the firm grows.
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?
Watson: One of the biggest shifts we’re seeing is a move toward outcome‑based accountability. Plan sponsors increasingly want to know not just that they offer a plan, but whether it’s actually helping employees retire with dignity. That naturally puts more emphasis on plan design, default features, and participant behavior.
Another major trend is the growing importance of retirement income. For years, defined contribution plans focused almost entirely on accumulation. That’s changing. Lifetime income solutions and retirement‑income‑oriented tools are becoming more mainstream, and committees are starting to ask better questions about how participants transition from saving to spending. At SRP, we’ve leaned into that conversation through education, planning tools and plan‑level strategies that help participants think in terms of income, not just account balances.
Finally, AI will continue to influence how advisory firms operate, especially behind the scenes. Used responsibly, it has the potential to improve consistency, reduce administrative friction and free up time for more meaningful client work. The key is setting clear guardrails so that technology enhances trust, rather than undermines it.
PLANADVISER: What are the benchmarks you use to measure retirement plan success for your plan sponsor clients? How do you help clients who may not be aligned with those?
Watson: We try to keep benchmarks practical and focused on improvement. Participation rates, deferral levels, match utilization and age‑appropriate asset allocation are all important indicators. We also look at engagement—are participants using the plan tools and education available to them?
vFrom the sponsor side, success includes competitive fees, disciplined investment oversight and consistent fiduciary practices. When a client isn’t aligned with one or more of those benchmarks, our approach is to prioritize, not overwhelm. Sometimes the biggest impact comes from a design change. Other times, it’s better governance or clearer communication.As more participants approach retirement, success increasingly means helping them convert savings into sustainable income. That shift is changing how committees think about plan effectiveness—and it’s one we welcome.
PLANADVISER: What do you expect from plan sponsor clients in terms of commitment to plan design, communication or governance?
Watson: I don’t expect perfection—I expect engagement. The most successful plans are run by sponsors who are willing to ask questions, stay informed and remain committed to acting in the best interests of their employees.
Good governance, thoughtful plan design and ongoing communication require effort, but they don’t require sponsors to become experts. That’s our role. When sponsors view the plan as a living benefit, rather than a box to check, the results tend to follow. That partnership mindset is where we do our best work—and where employees ultimately benefit the most.