The Intermediary –- June 2026 - Flipbook - Page 91
B RO K E R B U S I N E S S
Opinion
opportunities
to progress. This can include guidance
on marketing, recruitment, client
journeys and sales processes, all
of which play a role in turning
opportunity into sustainable business
growth, rather than leaving firms to
work these things out on their own.
The aim should be to provide a
clear framework that firms can
apply in their own way, supported
by individuals who understand their
business and can help identify where
the real opportunities sit.
Training also has a key role to play,
not just at entry level, but throughout
an adviser’s career, ensuring skills
continue to develop and firms are able
to adapt as client needs and market
conditions change.
This combination of tools, training
and ongoing support helps create a
more rounded proposition, where
advisers are not only compliant, but
capable of delivering a broader and
more effective service.
Building something bigger
Perhaps one of the less tangible, but
equally important, elements is the
sense of being part of something
larger, as advisers who feel connected
to a wider group are oen more
engaged, more informed and more
willing to explore new areas of advice.
That sense of connection can
come from shared events, regular
communication and the opportunity
to contribute to discussions that shape
how firms approach their business,
which in turn can lead to beer
outcomes for clients.
It also helps reinforce the idea
that growth does not have to happen
in isolation, as there is value in
learning from others, sharing ideas
and understanding what works in
different parts of the market.
For firms considering what they
need from their network today,
the question is no longer whether
compliance is in place, but whether
the network provides the access,
support and opportunities required to
fully serve their clients. ●
June 2026 | The Intermediary
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