- Lack of standardization across acquisition teams creates inconsistent rules, processes, and expectations, making it impossible to operate efficiently at scale
- Internal teams struggle to determine what is permissible or required for a given scenario due to fragmented guidance and limited centralized documentation
- New initiatives and business lines are launched without consistent cross-functional alignment, resulting in downstream confusion, rework, and avoidable risk
- Core operational processes are not sufficiently stabilized before additional complexity is introduced
- Existing systems and workflows are stretched beyond their intended capacity, yet continue to serve as the foundation for further expansion
- Increasing reliance on offshore resources to address process, technology, and staffing gaps causes more problems than it solves
-Attempt to support advisors has become excessive exception-making and inconsistency across teams that ultimately undermines the very scalability and stability needed to support them effectively
- WEG is very aggressively pushing mass adoption of AI tools with zero discussion of either hallucinations and how to identify and prevent them or acknowledgment of potential risks, limitations, or appropriate use
- Feedback regarding scalability, risk, and process gaps is not consistently translated into meaningful organizational change
