Staying up to date when it comes to meeting client needs is key to success in the wealth management world. Increasingly that means investing in technology to ensure a firm’s client advisers are supported and enabled when it comes to giving the best possible client experience possible. Accordingly, Rathbones has been on a strategic transformation journey of its core programme since 2021.

Chris Handley, Strategy and Change Director, comments: “This goes far beyond CRM and CLM - we are not just looking at static data. We are looking for the very best way to serve the client from an end-to-end point of view, from prospecting to onboarding to asset services right through to closures and offboarding.”

“We want our teams to have the tools to provide a whole journey to our clients that is high quality and engaging,” he continues.

Indeed, the logical extension to empowering professionals to do a better job is that they can spend more time with their clients and build an engaging and enduring relationship. In practice, that means shortening the onboarding time, for example, making it less arduous by asking for data once only and then reusing it rather than asking the client to fill in multiple forms.

“It is about being efficient and slick and offering digital engagement through our investor portal. It evolves continually in line with client expectations and technological innovation so that we always support our teams to do the best job possible,” says Handley.

He explains how the firm started the overhaul in 2021, has now gone past the thinking stage, and is now actively upgrading and making positive changes to its technology offering. There is currently a pilot group that is testing new prospecting capabilities, and it is also trialling new digital capabilities around prospecting, lead management, and developing and testing an initial release that should improve client services. This is the first major step in digitising client journeys, from onboarding through to servicing. This way the firm captures data only once, reducing the administrative burden for clients and colleagues and enabling automation and process efficiencies.

“The idea is that we have much better management of the client relationship because we have supported our people in providing the technology to scaffold and improve certain previously disjointed and clunky processes. Things like better suitability and KYC tooling that make for a less time-consuming and sleek process are attractive to wealth managers and clients alike,” Handley explains.

The firm is also looking to introduce new digital capabilities to make for better client–adviser communications and make general and ongoing improvements to its client portal. “The easier it is for clients and their advisers to deal with each other, then the more productive the relationship,” says Handley.

He also points to data being heavily involved in the success of the business and emphasises the importance of technology to enhance processes, as well as making the data that feeds those processes the best that it can be. He says personalisation tooling is a long-term strategy but admits there is a long way to go on that front.

“We have a backlog of new capabilities that we want to get going with - we want to integrate everything as much as we can onto our own operating system, again to get holistic synergies and further growth and efficiency gains. We will also get improved analytics capabilities and better visibility as a whole over our business,” he says.

Business intelligence
Indeed, in the context of Rathbones being a business that is growing via merger and acquisition (M&A), the ability to see the whole business gains new context.

“Ours is a business that grows organically as well as through M&A, and the principle behind that is being able to consolidate and combine systems and bring about the efficiency of advice, regulatory reporting, KYC including Consumer Duty, and more.”

“So, in terms of the technology, we need our people to be enabled, but we also want to bring disparate systems together so that we have a holistic whole of- group view - that way, we can better see upselling opportunities, improve retention and implement cost savings via operational efficiency,” says Handley.

He calls this business intelligence: “As a result of joining together our disparate parts, we get business intelligence. This means that our wealth managers can have targeted conversations with clients, and we can add a level of personalisation into the mix, see patterns when clients leave or are unhappy, and or see growth in a certain sector. Our professionals gain from that as it gives them actionable points to spring from.”

Of course, half the battle with any transformation project is getting the input and buy-in of the people who are going to use the new technology. To this end, the company has the whole business involved throughout development regarding the selection process, regular communications and updates, and testing. In addition, the pilot group feeds back to the rest of the firm. “We think this approach involves people and does not seek to impose. As a result, we hope people are more interested and engaged from the off,” says Handley.

As with most companies, Covid-19 changed how people think about technological change and innovation, and a lot of the cultural resistance to change simply melted away during and after Covid-19. Now the industry has reached a position where technology is a pull, not a push, and client advisers who see the very real benefits of technology are growing in number.

Handley comments: “Clients do not leave for technology. They leave if the servicing and human touch is lacking. Investment managers and financial planners want to spend more time with their clients to provide that human touch, and technology is playing a bigger and bigger part in supporting that. It can be a differentiator when attracting new people and retaining existing ones.”

“Our transformation journey attracts other companies and investment professionals and advisers. We have a serious and committed growth agenda from the board, which has been good in terms of support and momentum.”

Ultimately the idea is that the wealth manager can have important conversations and have more free time to add value to the client relationship. This is not a new concept, but acting on it and striving to get those efficiencies and smooth processes is something that all firms need to do to support their people properly.

“We want to give our professionals the best tools possible to give their clients the very best experience. It is important to remember that this is still a very high-touch personal service offering, so we are looking to augment that with industry-leading capabilities that support both the client experience and the investment manager or financial planner. Technology is the enabler,” concludes Handley.

Interested in reading the full report? You can read this edition of the UK WealthTech Landscape Report online here.