As the financial advice landscape continues to evolve and advice firms having to adapt by adopting technology, they are under increasing pressure to demonstrate not just the value of their services, but also the quality and governance behind them. Recent industry trends highlight several areas where firms can focus their efforts to remain resilient, client-centric, and operationally strong.
Indeed, the FCA have long known that it is those firms who can demonstrate positive compliance culture who are also the ones supporting and evidencing good client outcomes hence their move towards a data led supervisory strategy.
The other bonus for firms evidencing strong governance, risk and compliance operations and controls is they are demonstrably sustainable and profitable too!
So as all 5000 retail advice firms are shortly to gain a comprehensive data information request from the regulator, here are five key themes that every financial advice/planner firm should be thinking about:
Firms are increasingly expected to define and articulate the scope of their advice services. Whether offering holistic financial planning or specific advice segments, clarity in delivery models – including how clients are serviced and reviewed – is crucial.
Firms should regularly review and document their service offerings, ensure client segmentation is clear, and confirm that ongoing services are being delivered as promised.
Understanding and managing client engagement is central to running a sustainable advice business. Tracking which clients are actively receiving services, when and how often, is essential for both operational efficiency, evidence and delivering good outcomes.
Make sure client databases are accurate and up to date. Clients in vulnerable circumstances are easily tracked and evidence for specific adaptation of services to meet their needs is crucial. Use technology to help monitor service delivery and ensure you can distinguish between active and inactive client relationships.
As advice firms grow in complexity, so too must their internal controls. This includes robust checks on the suitability of advice, effective supervision of advisers, and (as above) consistent processes for identifying client vulnerabilities.
Firms should implement strong governance frameworks that support quality assurance, adviser training and competence, and a culture of continuous improvement.
With increasing client expectations and market competition, firms need to assess how their business model aligns with their strategic goals. This includes examining income streams, technology use, investment propositions, and partnership models.
Regularly revisit your business plan. Identify where efficiencies can be gained and how your model supports long-term sustainability and client value.
While regulatory scrutiny continues to rise, the emphasis across the industry is now firmly on data quality and transparency. Advice firms should be able to:
Where to Start?
If this is all making you feel a tad overwhelmed, then focusing on some key activities will help you move in the right direction:
The financial advice sector is heading toward a more transparent and data-driven future. Firms that take early steps to strengthen their operations and evidence their value will be well-positioned to thrive.
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