We are a software company that provides an appointment booking platform and video banking for banks, financial institutions and credit unions. Typically, the buyer personas we target some of the following: 1. Decision Maker: Operations, Branch and Retail (AVP, VP, Director of Operations, Branch Operations or Retail Operations, COO). 2. Decision Maker: Member Experience (AVP, VP, Director of Member Experience, CXO). 3. Decision Maker: Digital Transformation (AVP, VP, Director of Digital Experience / Transformation). 

That said, the new market we want to look into targeting is: Wealth Management. The Wealth Management market is a bit different from our usual target market in the sense that it doesn’t offer branch locations. 

Please list what our top Buyer Personas would be for us to sell our software to in this market, and then write five bullet points for each of the following categories under each buyer personas. 
1. Roles and responsibilities, 
2. Challenges they face in their role, 
3. How they’re evaluated in their role, 
4. How they evaluate new technology, 
5. Why they begin searching for a solution, 
6. Where they go for information, 
7. Typical objections.   For context, here are the bullet points we've built for another Decision maker in the credit union sector. You can take a look at the below as an example when you build the new bullet points for our new personas and categories.   Roles and responsibilities: -Manage the performance of all branch, facilities and contact center staff -Develop, implement and improve branch processes and procedures to drive efficiencies -Create a sales culture that promotes cross-selling and upselling through sales processes and staff coaching -Ensure compliance with federal, state regulations and credit union policies   Challenges they face in their role: -Finding ways to increase the capacity and productivity of their staff -Measuring and understanding their branch traffic flow -Reducing branch wait times that can lead to poor experience and lost revenue -Staffing shortages, hiring new staff in competitive market -Manual processes for staff to manage their schedule, lobby traffic are inefficient   How they’re evaluated in their role: -Growth in assets (retention, acquisition, expansion with existing customers) -Sales performance (conversion rates, share of wallet) -NPS -Employee turnover -Operational savings/efficiencies -Compliance   How they evaluate new technology: -Ease of use for their staff and members -Ability to address multiple needs with a single solution -Integration with their current tech stack -Compliance and security -Feedback from peers in the industry -Return on investment (how will it help them meet their growth goals)   Why they begin searching for a solution: -Staffing shortages, capacity challenges -Aggressive growth targets, need self-serve options to compete with big banks -Digital transformation mandates across the credit union -Want a better understanding of their branch traffic   Where they go for information: -Peer network -Industry associations (CUNA) -Online search   Typical objections: -Change management with their staff -Implementation timelines and IT resources required -Integrations with their current tech stack -Compliance and security requirements -Status quo, no strong desire to change