{"id":11049,"date":"2025-02-26T17:42:39","date_gmt":"2025-02-26T17:42:39","guid":{"rendered":"https:\/\/fintech.global\/wealthtech100\/?p=11049"},"modified":"2025-02-26T17:42:39","modified_gmt":"2025-02-26T17:42:39","slug":"how-financial-advice-is-being-transformed-for-a-new-generation","status":"publish","type":"post","link":"https:\/\/fintech.global\/wealthtech100\/how-financial-advice-is-being-transformed-for-a-new-generation\/","title":{"rendered":"How financial advice is being transformed for a new generation"},"content":{"rendered":"

Founded in 2011,\u00a0EV<\/a>\u00a0is one of the UK\u2019s market-leading digital financial planning technology providers. The firm has developed solutions to re-engineer the financial planning and advice process to make it more accessible and engaging for everyone, whether they prefer managing their money digitally or talking face-to-face.<\/em><\/strong><\/p>\n

In an age where technology is uprooting traditional practices across a countless number of markets, financial advice\u2019s evolution has been no different to many others.<\/p>\n

According to Chet Velani, managing director at EV, if we look back over the last decade, there has been a considerable shift to a more customer-centric model of delivering advice with a real focus on improving outcomes for customers.<\/p>\n

He said, \u201cIf we go back to 2012, we had quite an important moment which was The RDR. Off the back of that, what we had is the removal of commission for advisors, and as a result, there was a material reduction in the number of advisors giving advice in the market.<\/p>\n

\u201cIn addition to The RDR, we\u2019ve had Consumer Duty recently, and there the focus is really on customer outcomes and the evidence of compliance and value of advice that has been delivered. More recently, we\u2019ve had the FCA\u2019s Thematic review of retirement income advice which looks at the processes between accumulation and decumulation. So quite a lot has happened in this space from a regulatory perspective,\u201d said Velani.<\/p>\n

When peering at it from a customer\u2019s perspective, Velani explained that most people are now used to a more digital world. \u201cWe have digital-first access in other aspects of life such as banking and shopping. From a customer\u2019s perspective, if you consider advice, since The RDR, the access to advice has fallen quite substantially \u2013 in today\u2019s market, there is roughly 10% of the UK adult population receiving advice, so that is quite a small proportion.\u201d<\/p>\n

When considering a particular important area of advice \u2013 such as retirement \u2013 Velani outlines, often this advice is quite complex, due to the fact that at a certain point in time individuals have to all of a sudden start thinking about income needs, rises in inflation and what investments might look like, as well as key matters such as life expectancy and other incomes that need to be considered.<\/p>\n

Velani detailed, \u201cLooking at the FCA\u2019s most recent data, across 2023\/24 there was about 900,000 pension pots that were accessed, and of that 900,000, only around 31% did so with advice and around 7 out of 10 pots were accessed without advice.\u201d<\/p>\n

This, in Velani\u2019s view, is \u2018scary\u2019 \u2013 as individuals are potentially making an irreversible decision where they take too much income without getting the support that they need.<\/p>\n

While the industry has seen several key tech improvements \u2013 developments around data collections, CRM systems and growing system integrations \u2013 Velani believes the sector is still generally quite fragmented from a customer and institutional perspective.<\/p>\n

He said, \u201cIf we take stock and think about where we are today, there\u2019s probably several factors at play. Firstly, the expectation and desire from a customer for a digital-first journey is probably the primary ask from a customer\u2019s perspective and being able to have a choice in the type of support that they might get is key. Historically, there\u2019s been guidance or traditional advice, but there was an expectation of not having such a severe boundary between the two. \u201c<\/p>\n

From an institution perspective, Velani sees fierce competition across institutions when it comes to protecting AUM and getting AUM through the door. For most financial institutions, he explained, there was \u2018always going to be commercial considerations\u2019 of trying to have efficient processes around advice, and this may be to improve their margins and reduce their cost base.<\/p>\n

\u201cFrom our perspective as a business, EV is passionate about helping to solve this problem \u2013 predominantly with a digital first solution \u2013 where customers have access to coherent and consistent customer journeys with real flexibility in the kind of support that they need and how they choose that support, whilst still supporting institutions with their commercial considerations,\u201d he stated.<\/p>\n

Overcoming the challenge<\/strong><\/p>\n

With all this in mind, how can financial institutions overcome such challenges and meet their customer\u2019s needs?<\/p>\n

Velani remarked, \u201cHistorically, from a customer\u2019s perspective, there\u2019s not really been much choice when it comes to support with their financial planning. Guidance \u2013 which is a often a free service and in the format of digital-first modelling tools \u2013 can work well for some of the more simple areas but for the areas of greater complexity its not always going to do the job, which is generally the feedback that we get from consumers who use guidance or support tool solutions.\u201d<\/p>\n

On the other side lies traditional advice, which often includes sitting down with an advisor in an often more human-led process, which can work very well for those who can afford it. \u201cThe big downside with traditional advice is that there is often quite a big barrier to entry for individuals,\u201d said Velani. \u201cIf we think about retirement advice, you\u2019re often paying thousands to get things set up and thousands again each and every year \u2013 if you don\u2019t have the wealth to justify the fees, you\u2019re not going to really get that advice.\u201d<\/p>\n

While these are often the two key routes for such advice, Velani remarked that those institutions who have provided both of these services often see a disconnect between both services.<\/p>\n

He explained, \u201cIf an individual moves from guidance to traditional advice because they need a little bit more support, they\u2019re often two separate areas of the business and there\u2019s often inconsistent information because different tech providers provide different kit in those areas and there\u2019s also a bit of discontinuity in terms of data transfer.\u201d<\/p>\n

These previous challenges are now being faced down with the introduction of digital and hybrid solutions, where the aim has been to automate more of the traditional advice process and reduce the costly human involvement that is involved in some of these areas.<\/p>\n

Velani commented, \u201cYou might have an online FactFind, and then using that FactFind, there are algorithms that create the recommendations that are delivered, or suitability reports that are all automated and produced online. From the side of the customer, this means that they can potentially have a choice in the level of support that they want, and that level of support will obviously reflect in terms of costs \u2013 where more humans are involved the more costly it is. This is what we are supporting our clients with, where we have the digital-first, financial planning solution that provides customers with the flexibility of choice and support that they need.\u201d<\/p>\n

What is most key for Velani however is that from the customer\u2019s perspective, there\u2019s consistency of information that they see across all those journeys and the flow of data passes through rather than having to re-enter and re-key the information.<\/p>\n

Bank vs traditional advisor<\/strong><\/p>\n

Digital and hybrid advice can often vary for different institutions, such as when it includes a bank or a traditional advisor. How does this differentiate in practice?<\/p>\n

According to Velani, there isn\u2019t currently a defined implementation of digital hybrid advice. \u201cIn our experience, the level of automation will vary, and it evolves over time, as more automation occurs as more trust is built in the solutions by consumers who go through journeys with them. The adoption of the digital hybrid capability will depend on a business\u2019s customer base, the complexity of the advice being delivered and generally the institution\u2019s own operational model.\u201d<\/p>\n

When considering the bank vs traditional advisory business debate, from a bank\u2019s perspective, Velani outlines, they often have a large customer base, and customers will purchase these kinds of products directly from the bank. Furthermore, he remarked that a lot of banks previously had advisors \u2013 a trend that is now seeing a revitalisation.<\/p>\n

He said, \u201cFrom that large customer base that banks have, a solution that leverages the digital-hybrid capability more aimed at a mass market is going to work well. The technology can do the heavy lifting in terms of collecting information from individual\u2019s banking apps and then from that data providing a recommendation for them.<\/p>\n

\u201cHowever, if we consider digital advisory businesses, the customer base tends to be the wealthier. They won\u2019t necessarily look to target the mass market, and if they want to support more customers, it is really difficult to scale unless they bring in more advisors.<\/p>\n

\u201cThe opportunity there is to use hybrid advice to try to automate more of the advice process, to allow advisors to then focus on the areas where advisors really add value such as relationship building and supporting the customers, areas which are a bit tougher to automate \u2013 if they can use that automation and hybrid advice to take on some of the manual work that is expensive, they can reduce their costs and serve new customers.\u201d<\/p>\n

Regardless of the business type, however, Velani states that the general expectation from customers is that the business needs to have a digital-first solution capability and have the data shared across all areas it is needed and that customers can seamlessly transition across their journeys as well as receiving coherent and consistent information.<\/p>\n

The role of AI in advice<\/strong><\/p>\n

The role of AI in the financial sector has evolved over a number of years, with the recent introduction of Generative AI technologies supercharging this evolution. In the area of financial advice, what role can AI play in the delivery of such advice?<\/p>\n

Velani remarked that both AI and machine learning hold \u2018incredible promise\u2019 for the next phase of financial planning and advice.<\/p>\n

\u201cWe\u2019re already seeing AI being used in areas such as predictive analytics, helping advisors to make more informed decisions and personalise advice and improve processes,\u201d he said.<\/p>\n

Velani gave the example of pretty early in the life of ChatGPT when advisors would use the technology to summarise information and tailor messaging for individuals.<\/p>\n

He also raised the ability for AI technology to record conversations between advisors and their clients and then creating a summary off the back of it. He raised another benefit of such an offering, \u201cAn interesting use case is advisors recording conversations but then, off the back of it, creating a compliance and due diligence package to ensure that you\u2019ve covered the key questions, and if you haven\u2019t, the software will help you to understand what hasn\u2019t been covered and can be flagged.\u201d<\/p>\n

From the perspective of EV, a key use case for AI is around engagement \u2013 especially when it comes to substituting and replacing some of the human involvement.<\/p>\n

Velani explained, \u201cFor example, we\u2019ve got a chatbot that we\u2019ve created and an avatar which sits on top of it. The idea behind that was for us to try and support our guidance and digital journeys to support customers. They can communicate with the chatbot and ask some generic questions about the journey, such as how much this is going to cost me or how long is it going to take me to complete. From here it can be taken to the next level, where they may ask questions around pensions and investments such as the choices I have at retirement, and you get a response back from that, whether it\u2019s from the avatar or the chatbot.\u201d<\/p>\n

A third use case that EV has used includes using the avatar to come up with solutions to requests such as receiving a forecast of what their pension pots look like a certain point in time. This, Velani explains, means that if such a forecast doesn\u2019t hit the target the individual is looking for, the avatar can guide the user through how that can be improved through decisions like delaying retirement or contributing more. There are also the cost benefits for a business of not relying on human interaction \u2013 with the user able to communicate at any point in the day. Additionally, with more questions asked over time, the questions can refine more to help support customers.<\/p>\n

He said, \u201cThe key thing is that you do have to be careful what you communicate \u2013 financial services is heavily regulated and compliance teams in institutions won\u2019t want to sign off on every piece of comms, so we\u2019ve had to be careful in how we deploy and we try to know the answer to every question that is going to be asked. It\u2019s not like ChatGPT where you can ask a slightly different question and get a completely different answer \u2013 you have to be careful when it comes to financial advice.\u201d<\/p>\n

The final big opportunity in the mind of Velani surrounds the combination of AI with data that providers might have. \u201cThis is an enormous opportunity,\u201d he said. \u201cSo where firms have a lot of data on their customers, they can potentially use that as a start point for advice to create recommendations.\u201d<\/p>\n

Evolution of financial advice<\/strong><\/p>\n

Looking toward the future, how will the advice landscape evolve over the many years ahead?<\/p>\n

Velani said, \u201cFrom a computational perspective, we\u2019re seeing continuous improvements in technology. Then we\u2019ve got also got the potential with AI \u2013 we\u2019re pretty early on in the journey with AI.\u201d<\/p>\n

The EV managing director outlined that the firm previously launched a whitepaper which looked at how AI can help with personalisation that comes to journeys. \u201cOne of the biggest downsides with digital journeys versus a traditional relationship is the personalisation, understanding and tailoring of communication \u2013 that\u2019s what advisers know well and is what is really valuable. However, that\u2019s also the costly element of it.\u201d<\/p>\n

This has led Velani to ask: how can AI be used to help create more personalised journeys? \u201cWhat we looked at for example is personality types \u2013 conservatives, strategics, experimentals and actualising \u2013 and if we look at conservatives, they tend to like clear designs, facts, whereas with actualising for them the relationship is more important, and working with a human face is going to work well. Strategics like technical information and charts and data and experimentals want to see the journey and the steps they need to take.\u201d<\/p>\n

He continued, \u201cThe reality is, though, you can have any number of groupings and you can evolve as time goes on. We often put a journey out there and expect it to work for everyone, but the journey is evolving and we\u2019re tweaking and detailing the type of person, how they interact with screens, what area they click, what information, age etc.\u201d<\/p>\n

This is the long view of Velani means that combining AI along with technology will help to deliver a more hyper-personalised journey.<\/p>\n

\u201cWhilst this transition to digital-hybrid advice might sound a little scary, it isn\u2019t going to happen instantly, it\u2019s going to take time,\u201d he explained. \u201cYou need to build trust in the journeys and get feedback and build trust in the algorithms.<\/p>\n

Overall, Velani believes there is a fantastic opportunity for financial services if the industry can take it.<\/p>\n

He stated, \u201cIf we get this right, it could really be a win-win from an institution, customer and regulatory perspective. Institutions can look to protect and grow assets, increase revenue by supporting more customers or look to reduce their cost base or improve productivity and efficiency.<\/p>\n

\u201cFrom a customer perspective, there\u2019s a large number of individuals who can\u2019t get the support they need, so this will help us build out capabilities where individuals have more choice and ability to access advice cheaper, which can only be a good thing. From a regulatory perspective, what we can get is more consistency and also more individuals making better choices when it comes to their finances.\u201d<\/p>\n

He concluded, \u201cIf we get this right, we have a fantastic opportunity for this to be a win-win for everyone.\u201d<\/p>\n

Keep up with all the latest FinTech news\u00a0here<\/a><\/p>\n

Copyright \u00a9 2025 FinTech Global<\/p>\n

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