The Intermediary – July 2026 - Flipbook - Page 89
I N P RO F I L E
be. There is this perception that it is perhaps dull,
or not very varied in nature. But as someone who
has done a variety of roles in their career, I can tell
you that’s not true.”
For Hollingworth, changing that perception
would not only help address the sector’s
recruitment challenge but also bring fresh
perspectives into the profession.
As she puts it: “Let’s come together, put
brands aside and work together to bring
new talent in because it’s there ready
and waiting.”
support that goes well beyond regulation, helping
them balance growth ambitions with good
customer outcomes.
She notes: “Firms want to strike the right
balance between governance and growth. Quality
firms don’t want to be on the wrong side of
regulation. The want to deliver for customers.”
That means understanding that growth
looks different for every business. While
some firms may be focused on increasing
adviser numbers, others are looking
to improve profitability or broaden
their proposition.
Utilising technology
Hollingworth explains: “The market
Bringing new talent into the profession
is consolidating. The data is starting to
is only one part of preparing advisers for
prove that. Principals want to understand
the future. As firms continue to evolve, they
the ways in which they can create value.
are also grappling with the rapid emergence of
Compliance used to be the raison d’être of
EMMA
AI, a topic that has quickly become one of the
networks […] but increasingly we are being
defining conversations across financial services. HOLLINGWORTH called upon to help our ARs grow.”
Hollingworth sees its greatest potential in
Those evolving expectations also feed into
supporting the operational side of advice. Used
one of the industry’s longest-running debates:
well, it can improve communications and help
appointed representative (AR) versus directly
firms deliver a more efficient service.
authorised (DA). Hollingworth is reluctant to
However, she cautions that businesses rushing
frame the discussion as a choice between a ‘right’
to adopt AI without first addressing the quality of
and a ‘wrong’ model. Instead, she believes the
their data risk creating more problems.
most appropriate route depends entirely on the
She explains: “AI can do a huge amount for our
priorities of the individual firm.
business. But, and here’s the but, unless you have
She explains: “If you’re going to be DA, then
your data in the right space, AI actually could be
one of the things you have to accept is that you’re
damaging to your business. AI needs to learn from
going to have to do more of the rowing yourself
good data, and if it’s learning from bad data, it will
– so you’re going to have to invest in more of the
deliver sub-optimal outcomes.”
tech, invest in more of the thinking.
For firms considering where to begin in their AI
“However, I think part of the reason why people
adoption journey, her advice is straightforward:
join Primis is because they see that we have a
“AI probably won’t kill your business, but
vision for where the adviser model is going and we
somebody who understands AI probably will in
have the commitment to get them there.”
the next couple of years. So, the first thing to
Looking ahead
do is to genuinely learn about it and understand
Looking forward, LSL’s priorities remain centred
its capabilities.
on attracting high-quality advisers and broadening
When asked whether firms could become
advice opportunities. Running through this is a
overly reliant on automation, she notes that while
wider ambition, “One LSL”, bringing together the
there is a risk, technology “can’t put a hand on a
wider group’s capabilities across estate agency,
customer’s shoulder.”
conveyancing and financial services to deliver
Hollingworth concludes: “When dealing with
greater value for advisers and their customers.
customers, they need that interaction, they need
Despite the pace of change across the industry,
that comfort. Right now, that’s best delivered
Hollingworth remains firmly optimistic about the
through professional humans. Let’s not obsess
future of the intermediary market.
too much about technology at the detriment of
She says: “I’ve been around a while. Over
improving the skills of the people who have served
the years, everything has been thrown at
customers really well for a long period of time.”
intermediaries. Whether it’s been regulation or
Growth through partnership
legislative changes, advisers remain dominant in
In Hollingworth’s view, helping advisers navigate
the market.
an increasingly complex market extends beyond
“Customers need to trust somebody with big
technology, as it has fundamentally changed
decisions. Before they press a button, they think,
what firms expect from their network partners.
‘I just need to talk to somebody.’ That’s why
She believes firms are increasingly looking for
I’m optimistic."
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