Pensions & wealth
Pensions and wealth management firms run on promises that need to last decades and advice that has to stay defensible long after the adviser has moved on. We help you work out what to automate, what to protect, and how to design decisions that your firm can stand behind many years after they were made.
Where we get brought in.
Onboarding and administration
Onboarding processes tend to grow organically rather than being designed: a step added here for a regulator, another added for a bad experience nobody wants repeated, until the process stops delivering good outcomes. Our GenAI strategy framework starts with the functional outcomes you want to deliver and helps you rebuild a better process.
Advice and suitability
A recommendation has to be compliant, suitable, and defensible on its rationale, reflecting the customer's circumstances and their risk appetite. That's demanding enough to design a GenAI process around - but the specification has to say what a good outcome is without prescribing the method, or you’ve just automated one adviser’s habits rather than the firm’s standard.
Whole-business discovery
Every firm thinks it knows where its people’s time goes. But the difference between thinking you know, and knowing for sure is what tells you which constraints are worth addressing. We find out for real - across roles like advisers, paraplanners and operations - with the depth of an interview but the reach of a survey. We do it with data rather than a sample, using our proprietary AI research tools, and a research practice rooted in decades of experience in regulated sectors.
Decisions you can defend years later
In pensions and wealth, a decision might need defending long after the person who made it has gone. If nobody can reconstruct what a service was meant to do, or why, that's a real problem when the regulator asks. We help you capture the reasoning while it's fresh, so the answer already exists instead of having to be pieced together under audit.
Risk
Decades of risk aversion dressed up as risk management had accumulated processes and a support function that slowed client outcomes and inflated cost.
Decision
We helped them separate genuine risk management from defensive process, and redesigned the workflows that were consuming the most adviser time.
CASE STUDYScaling the client book without scaling the headcount.
The timeframes – 24 to 48 hours, that's music to our ears. It can take 14 days to get a letter out.
“
Senior Financial Adviser
Outcome
9
14
onboarding cut
from 164 steps
steps
client servicing cut from 37 steps
steps
50+
800+
new clients
per year
hours saved per client
Ask a wealth management firm where the constraint is and they’ll say adviser headcount. But sit down with the people and processes and it’s often something else – paraplanning, or a review pack that takes three days to assemble for a meeting that lasts an hour. That's a much cheaper problem to fix, yet firms keep trying to solve it by hiring more of the expensive thing. Judicious automation frees up advisers to deliver what clients pay a premium for - their judgement and expertise.
“
Luke McKinney, Director of Consulting
