Wedbush has long been recognized as a fixture in the financial services industry. Founded in 1955 by Edward Wedbush and Robert Werner, the Los Angeles-based firm has grown steadily over seven decades by holding fast to its guiding principles: client service, financial safety, innovation, and advanced technology. With memberships on all major U.S. stock exchanges—including the New York Stock Exchange and NASDAQ—and the ability to execute trades internationally, Wedbush has positioned itself as a reliable partner for both individual and institutional investors.
While its financial achievements are the most visible measure of success, Wedbush’s strength also stems from its support of its people and operations. Today, as the firm prepares to relocate its headquarters from downtown Los Angeles to Pasadena, Vincent Jung, vice president of vendor and facilities management, is leading a transformation that extends far beyond real estate.
The human side
Jung joined Wedbush in 2015 and stepped into his current role in 2021. With a background in finance from the University of Southern California, he brings not only technical knowledge but also a strategic mindset that blends operational efficiency with cultural impact. His team may be small—just a handful of vendor management and IT colleagues—but their influence is far-reaching, covering 28 locations across the country.
For Jung, facilities management is never just about bricks and mortar.
“My role is to think strategically as well as practically—because how we structure the workplace has a direct impact on culture,” he explains. That philosophy has driven a significant shift in Wedbush’s approach to real estate and facilities in the post-pandemic era.
Like many firms, Wedbush saw how hybrid work reshaped employee expectations. Traditional office layouts, where every employee had a designated desk regardless of how often they used it, no longer made sense. Jung’s team conducted a thorough utilization analysis—tracking card scans, occupancy, and employee feedback—and found that office spaces were only being used about 65 percent of the time.
Armed with this data, Jung began redesigning spaces around actual employee needs. The “clubhouse model” emerged: offices that can accommodate up to 85 percent of staff, with improved amenities, flexible workstations, and collaboration zones.
“We put together what colleagues told us they wanted, combined that with the realities of hybrid schedules, and created a model that is more efficient, more accessible, and more engaging,” Jung says.
More than a change of address
The most visible result of Jung’s vision is Wedbush’s upcoming move from its longtime headquarters in downtown Los Angeles to a newly leased and redesigned space in Pasadena. The relocation is no small undertaking—the firm has been at its current location for over 30 years, and the move represents both a cultural and logistical shift.
There are several reasons behind the move. First, commute times for employees played a critical role. A drivetime analysis revealed that Pasadena is more convenient and accessible for most staff compared to downtown. The location also offers better amenities and opportunities to foster a sense of community. Second, the new headquarters represents a chance to embrace efficiency. Downsizing the footprint and designing for hybrid work ensures that space utilization matches actual needs.
But perhaps most importantly, the move is about creating a workplace employees want to come to. For years, Wedbush faced challenges with limited collaboration spaces—conference rooms were scarce, and scheduling conflicts were common. The new headquarters addresses that with abundant meeting areas, updated technology, and flexible layouts that adapt to different workstyles.
“Even with hybrid schedules, when people come into the office, they need space to collaborate. That was something we simply didn’t have before,” Jung notes.
The new Pasadena location also bridges generational perspectives. Younger employees, more accustomed to flexibility, are often comfortable with shared workstations and hoteling. More seasoned staff, however, value personal space and consistency. Jung acknowledges this challenge openly.
“The elephant in the room is hoteling. It’s going to take patience, transparency, and training to get everyone on the same page,” he says.
By blending tradition with innovation, the firm hopes to create an environment where all employees feel valued.
Navigating the transition with care
Moving an organization of Wedbush’s size and history is not without its hurdles. Jung estimates that the headquarters project alone takes up about a quarter of his time every day, from overseeing construction to planning the decommissioning of the old space. And beyond logistics lies the human element.
“Some people are going to be traumatized by the move. For many, this is the only space they’ve ever worked in,” he says.
Recognizing this, Jung is prioritizing transparency and support throughout the process. Training will not only focus on learning new technologies but also on adjusting to new cultural expectations—such as conserving shared resources and adopting more sustainable practices.
“It’s a new culture that people aren’t used to. We have to train them on both the physical space and the mindset,” he explains.
The move is also an opportunity to reset habits and build excitement. Jung hopes that once employees experience the convenience, amenities, and modern design of the new headquarters, the office will feel less like an obligation and more like a destination.
“Hopefully, everyone will be so comfortable that they’ll want to come into the office more,” he says.
A culture of flexibility & belonging
For Jung, the Pasadena headquarters is not just a project with a completion date—it’s a foundation for Wedbush’s future. He plans to stay hands-on with the new space for at least a year, ensuring employees adjust smoothly and the facilities run as intended. Over time, he expects the firm’s culture to evolve into a balanced hybrid model, where most employees spend about three days in the office depending on their role, while client-facing staff remain on-site more consistently.
Flexibility, he believes, will remain key. His own team exemplifies that: IT and facilities staff rotate between office and remote schedules, coordinating as needed while maintaining strong collaboration.
“I give them flexibility and latitude,” Jung says. “It’s about trust and giving people the ability to balance their work and life.”
In the broader picture, Wedbush’s new headquarters reflects the company’s enduring philosophy: balancing innovation with stability. Just as the firm secures its clients’ financial futures while adapting to global markets, it is also investing in its people by creating workplaces that are safe, efficient, and inspiring.
As Jung puts it, “I hope that all the limitations we’ve had in our work environment—the challenges with space and technology—are in the rearview mirror. This move is about more than a building. It’s about giving our colleagues the tools, the spaces, and the culture to thrive.”
