Making Technology Work: A Pragmatic Approach

By Shaun Kapusinski

When I was young, I would run outside each week to watch the garbage truck come roaring down the street at exactly 8:03 a.m. Somehow, the enormity of what was being done—and the fact that it was done in coordination with others for the good of all while also being predictable and on time—excited me. 

Today, I look back and see a reliable and trustworthy process: a team used their tools to accomplish an objective. This dependability is exactly how every firm wants to deliver a consistent experience to their clients. But in our case, it's not a bigger truck or faster operators that make us more productive, it’s better technology—and better use of that technology. 

Over the years, I've learned the most powerful technology strategy isn't about having the most cutting-edge tools. Rather, it’s truly understanding and maximizing what you've already invested in. Through my operations network, HIFON, I'm regularly struck by how many firms are chasing the “next big thing.” The only problem is they don’t seem to truly understand what they already have. I’ll ask the question, “What is next or new for you?” and there’s usually a ready answer. Rarely do I hear, “We’re not doing anything new this year. Instead, we’ve committed to digging into our existing technology to ensure we’re maximizing our investment.” 

What might happen if more firms made this tech strategy a North Star? 

Our technology isn't just a set of tools, though—it's the backbone of how we deliver value to our clients. More importantly, it’s how we support our team. Although I’m on our firm’s tech team, I’m not a traditional IT person who thinks in terms of operating systems and back-end configurations. As a project leader who needs systems that solve real problems, my approach is different. I see where we’re at now and identify where we want to go. 

The challenge we face is narrowing down the search for the right tech—tech that can help get our firm, our people, and our clients to that endpoint.  

 

The Real Cost of Constant Change

Think about the last time your team had to learn a new platform: the training time, the frustration, the inevitable productivity dip. Firms spend thousands of dollars on new systems that end up being slightly glorified spreadsheets or initially freeze productivity since only one person knows how to use them. For each new system, we’re not only dealing with a software purchase, we’ve also committed to disrupting our entire workflow. It's not only tiresome, it’s expensive. Not exploring what currently exists is, pure and simple, money left on the table.

Firms should dig deeper into what they already have. 

Does your current CRM, for instance, have features you aren’t using, like notice automations or data analytics? Do you know how to find out that answer? Do you have time built in or a role in the firm that includes this exploration as an annual objective? 

Your firm may be looking into or has already added an AI note-taker to your tech stack. But in considering this new technology, has it challenged you to review or rethink how you’ve been doing notes up to this point? Because it should. 

Disruptive tech should not be the impetus to snap us out of a process rut. Tech should not drive service strategies. Instead, dig deeper and evolve what you already have. Evaluate which established processes could improve—without new tech. 

 

Building a Meaningful Technology Strategy

When selecting a new technology, look at it like a long-term relationship. What can this platform do in two, three, even five years? How flexible is it? Can the team use it fully, or are you buying something that looks good in a demo but is impossible to configure in real-world use? New tech should not be a short-term fix. Instead, let’s be methodical in our approach. 

Industry conferences can also be a game-changer. But not in the way most people think. In my role, I'm usually not there to see flashy new products. Instead, I connect with other operations folks and learn how they're solving real-world problems. Those hallway conversations, roundtable sessions, and connections about shared experiences over coffee—that's where ideas are born and problems are solved. Learning how others are managing technology is worth more than the price of admission. 

 

The Human Side of Technology Adoption

Technology adoption is 20% about the system and 80% about the people. If a team isn't bought in, it’s already failed. At Sequoia, we've learned to involve our people from the very beginning. If we are considering a new reporting platform, we make sure our users, in addition to our technology officer, are involved in the entire evaluation process. 

Then we create internal champions—beta testers who get excited about learning and teaching the nuances of a system. They're not just the first users, they're advocates. These team members find useful shortcuts. They understand how to make the technology work for us, not the other way around. And when someone gets stuck, the champions are there as a support. People naturally want ownership and connection. Incorporating this understanding of human nature can help guide end users.

 

Continuous Learning, Not Constant Replacement

Our strategy isn't about having the newest thing. It's about becoming incrementally better every day with the tech we already have. We schedule monthly deep-dive sessions where we explore the capabilities of our existing systems in a firm-wide session. We want our team to ask questions and think outside the box. What automation haven't we built yet? Where are we still doing manual work that could be streamlined?

Just like maintaining a high-performance vehicle, we don't replace the entire car every time it needs tuning. But by understanding its mechanics, though, you can maintain and optimize performance.

 

Practical Steps for Any Firm

Start by running an internal audit to understand what you already have. Talk to your team about pain points in current systems, then connect with other firms to learn how they’re solving those problems. Reach out to peers, attend industry conferences, or join an industry study group. 

It’s important to build relationships with your technology vendors—not just as service providers but as potential partners in solving business challenges. When peers ask me where to start with certain technology challenges, I almost always advise them to use existing providers and custodians. They have experience as well as helpful connections to vendors and other firms. Being a connector is part of the value they provide. That’s a huge benefit—if it’s used.

Technology should not be revolutionized every 18 months. Instead, create a stable, robust environment where your team can do their best work and clients consistently receive exceptional service.

In our world, operational efficiency is paramount. A technology stack isn't a cost center, it's a strategic asset. But assets require investment—in dollars, in time, in learning—and in understanding their full potential.

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Shaun Kapusinski is a Senior Director of Technology at Sequoia Financial Group. He is the founder of HIFON, an RIA network. He is co-author of "The Financial Advisor M&A Guidebook" and speaks at industry events. He lives in Wadsworth, Ohio.

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