Reinventing advice for 2026
The financial advice landscape is transforming faster than ever before, driven by data, technology, and shifting client expectations. According to Lizelle van der Merwe, CEO of the Financial Intermediaries Association (FIA), the financial adviser’s role has already evolved far beyond simply recommending products.
“Their value proposition has shifted from recommending products to comprehensive risk management and financial advice,” says Van der Merwe. “In a data-rich environment, clients have unprecedented access to information, but they're overwhelmed by choice and complexity. The modern adviser’s edge lies in curating insights, contextualising data within individual circumstances, and translating regulatory complexity into actionable advice.”
She explains that the FIA is witnessing its members evolve from transactional advisers to strategic partners who leverage data to deliver proactive, personalised guidance. “Clients simply cannot replicate this through self-service platforms,” she adds. The ability to bring meaning, clarity, and confidence to clients’ financial decisions is becoming the differentiating factor in a world where information is abundant, but wisdom is scarce.
Generational shifts and the digital-first client
Van der Merwe highlights that client expectations are changing dramatically, particularly among younger generations who are more digitally savvy and financially aware. “There are clear generational shifts in how younger clients engage with services,” she notes. “Young clients expect digital-first engagement via seamless digital platforms as their primary way to interact, not just a supplement. They also value speed, convenience, and instant access to information.”
Advice itself is being redefined by the values and priorities of a new generation. “Advice is expected to be highly tailored, reflecting their life stage and goals, which is to prioritise living now over working to be able to afford to retire one day,” she explains.
Van der Merwe also observes that this generation is far more engaged in their own financial journeys. “Younger clients are not passive recipients of advice. Financial literacy and understanding will be key to their decision-making,” she says.
This means financial advisers must rethink how they engage and communicate. “For advisers, this means moving from transactional to relational models, building digital and educational ecosystems, embedding authenticity and values into advice, and positioning their value as a partner, not a product specialist,” she adds.
Digital-first engagement does not mean impersonal service. Rather, it means meeting clients where they are - online, informed, and seeking quick, meaningful connections. To remain relevant, intermediaries must evolve their practices to blend personal expertise with technological accessibility.
Technology as an enabler, not a replacement
Technology has become a powerful enabler of more meaningful, efficient advice delivery. “The adoption of off-platform systems that allow advisers to manage client data, policy administration, and offer flexible payment terms has been critical,” says Van der Merwe.
She explains that many product providers have limited flexibility to debit premiums on multiple days in a month, which often complicates clients’ financial management. “By having their own systems, advisers can act faster, improve the client experience, and ultimately support client retention across the industry,” she says.
CRM systems have also revolutionised engagement. “CRM systems with automated communication workflows have transformed engagement by enabling consistent, personalised communication at scale,” Van der Merwe explains. “These tools don’t replace the adviser-client relationship but free up time for higher-value advisory conversations, and continued investment in CRM capabilities will remain key.”
Artificial intelligence (AI) is emerging as a particularly promising tool in the intermediary space. “AI is assisting in comparing complex policy wordings, identifying anomalies, and summarising key changes for clients in a simple, understandable way,” she says. “This both elevates the advice process and builds trust with clients.”
Collectively, these advancements are equipping financial advisers to deliver the digital convenience clients now expect while reinforcing the value of professional advice in an increasingly complex environment.
However, Van der Merwe cautions that technology alone is not the answer. “This isn't an either-or proposition; it's about strategic integration,” she says. “Automation should handle routine transactions, information sharing, and administrative processes, freeing the adviser to focus on what technology cannot replicate: empathy, complex problem-solving, behavioural coaching during market volatility, and navigating life transitions.”
She emphasises that the most effective model the FIA is seeing globally is “high tech, high touch.” “It’s about leveraging automation for efficiency while reserving human interaction for moments that truly matter,” she says. “Clients don't want less human contact; they want more meaningful human contact, unburdened by administrative tasks that technology can handle better.”
Preparing for the future of advice
The FIA continues to play a central role in helping intermediaries navigate these shifts. “In all our engagements, the FIA is raising awareness about both the opportunities and risks of operating in a digital era,” says Van der Merwe. “As a community of knowledge, we empower members through continuous knowledge sharing, technical webinars, and high-quality CPD training.”
She also points to the FIA’s advocacy work in ensuring regulation keeps pace with innovation. “We actively lobby to ensure that regulation, such as COFI, recognises the critical role intermediaries play in serving clients whilst supporting innovation,” she explains. “We also acknowledge that as a sub-sector, we must continue to evolve to remain relevant and trusted by clients in a rapidly changing environment.”
To support this evolution, the FIA is investing in tools that help members make smarter, data-driven business decisions. “We are investing in market intelligence platforms that help members make data-driven business decisions when recommending solutions to clients,” she notes.
Looking ahead to 2026, Van der Merwe is candid about the risks… “The risk isn't that technology will replace financial advisers, it's that advisers who don't adopt technology will be replaced by advisory businesses who do.”
The consequences of inaction are already visible. “We're already seeing consolidation in our industry, with digitally enabled firms acquiring traditional practices,” she says. “Beyond competitive pressure, there's an operational risk: without digital efficiency, smaller practices cannot sustain profitability under increasing regulatory and compliance burdens.
Van der Merwe believes the “financial adviser of the future” will look fundamentally different. “They will become (if not already) a partner to clients supported by powerful technology infrastructure,” she says. “They'll work within ecosystems rather than as isolated advisers, leveraging shared platforms for compliance, administration, and data analytics while differentiating on advice quality and client relationships.”
Future-ready businesses will also need to be comfortable with AI-augmented decision support, predictive analytics, and multi-channel engagement. “To prepare, intermediaries should start today by investing in core technology infrastructure, developing digital literacy within their teams, building referral networks for specialised advice, focusing relentlessly on client experience, and critically defining what makes their value proposition unique in an age when information is abundant, but wisdom is scarce,” she explains.
For Van der Merwe, the message is clear: “The future belongs to those who can articulate and deliver distinctive value.”
Writer’s Thoughts
In an era where technology is redefining every facet of financial services, the true differentiator will not be access to information, but the ability to translate it into meaningful, personalised guidance. For advisers, the imperative is clear: embrace digital enablement, elevate human connection, and confidently define a value proposition that cannot be automated. Please comment below, interact with us on X at @fanews_online or email me your thoughts [email protected]
