The Big Shift season 1 finale: the future of adviser tech stacks and data sharing
Technology now plays a far more central role in advice businesses than it once did.
Rising client expectations, regulatory pressure and rapid advances in AI are prompting firms to look more closely at the systems they use and the information those systems hold. These themes surfaced repeatedly throughout The Big Shift series, reflecting the wider changes in how advice and wealth management firms operate today and what they need to prepare for next.
The final session, Adviser Tech Stacks and Data Sharing, continued this focus. Paul M., Scott Newman and Chris Baigent-Reed joined Poppy Achilles to examine how firms are reassessing the technology they rely on, the quality and accessibility of their data, and whether their current setup can support future ways of working. The discussion showed how expectations are rising and how firms are responding.
Data is becoming a shared asset
Firms are beginning to treat data as an asset that supports the whole organisation, rather than information held within individual systems. Access to valuations, transactions and remuneration data is improving, and firms are looking more closely at what they receive and how it can be used across their operations.
Many firms want a clearer, more reliable view of their clients, and better visibility of activity across the business without relying on manual work or separate reports. As information becomes richer and easier to source, they are exploring how it can strengthen oversight and improve the experience advisers deliver to clients.
The impact is most visible in day-to-day processes. Complete onboarding data speeds up work, accurate adviser activity supports more consistent oversight, and structured remuneration information gives finance teams greater confidence. Each is a practical improvement, and together they set a new standard for what a modern tech stack should enable and how information should move through the business.
Pressure is building on existing adviser tech stacks
As businesses develop, many find their current systems no longer match the way they want information to move through the organisation. The cause is usually growing complexity rather than system failure: new propositions, growth plans and acquisitions often reveal gaps in how data is captured, shared and applied.
Leaders expect clearer visibility across the business and greater confidence in the information they rely on. For some, this points to stronger integration. For others, the focus is data ownership and the ability to use the same information in different ways without creating duplication.
These pressures tend to build gradually. A CRM may still support important processes but struggle to deliver broader insight, and data may be available but not in a format that works easily across teams. As expectations rise, these limitations become harder to overlook, and firms begin to assess whether their setup can support the next stage of the business.
Choosing an adviser tech stack for your stage of maturity
As firms reassess what they need from their technology, they are considering a wider range of models. Traditional adviser CRM systems still play an important role, but many were not designed for the level of data access, integration and flexibility firms now expect. They remain effective for established processes, yet can limit how easily information is shared or adapted across the business.
Some organisations continue with a CRM-led setup where their needs are well defined and systems are closely aligned to day-to-day processes. Others bring together a set of specialist tools for different functions, an approach that depends on information moving reliably and consistently between them.
Interest is also growing in models that place data at the centre of the architecture. These prioritise accessible, consistent information, with systems chosen for how well they support that structure. This can give firms greater control and flexibility, but it relies on a clear understanding of how the organisation plans to use its information as it grows.
Maturity matters. Firms at different stages will gravitate towards different models, but all are aiming for greater confidence, consistency and adaptability in how data supports the business. No single off-the-shelf solution works for every firm, and the most important factor is clarity about what the business needs its technology to support, now and in the years ahead.
The impact on client outcomes
How data flows through the business has a direct influence on the service clients receive. When advisers work from accurate, timely information, conversations are clearer and updates more meaningful, and reviews become more structured, giving clients a better understanding of their position and progress.
Reliable information also strengthens risk management. Consistency across systems supports more dependable oversight, reduces the chance of gaps in the advice process and gives firms a clearer view of where activity needs closer attention.
The benefits extend to staff as well. When information moves without friction, teams spend less time resolving discrepancies and more time supporting advisers and clients. Effort shifts from administration to more valuable work, which eases pressure on day-to-day operations and creates a more stable foundation for growth.
Key considerations for firms
Several themes emerged from the discussion that firms may want to reflect on when reviewing their technology and data.
They are practical questions to shape thinking rather than prescriptions:
Does the business have the visibility it needs across clients, advisers and operations?
Is information moving easily between teams and systems, or are manual steps becoming more frequent?
Are different parts of the organisation relying on different versions of the same data?
Do current systems offer the flexibility the business will need as it grows?
Is the firm making the most of the data now available from platforms and providers?
These questions can help leaders judge whether their existing setup remains fit for purpose or needs to evolve as expectations rise.
Looking ahead
This final discussion brought together many of the forces shaping advice businesses today. Across the series, client experience, workforce capability, changing operating models and the growing importance of data have shown how quickly expectations are shifting.
Staying relevant requires clarity on what the business needs from its systems and people, and confidence that those foundations can support the client experience it wants to deliver. Acting now does not have to mean large-scale change. It starts with understanding where the current setup supports the business and where it creates friction.
Decisions about technology, data access and team capability are becoming more closely linked, and together they will shape how well firms adapt to regulatory expectations, respond to clients and maintain a stable environment for growth. The firms best placed to succeed will act early, build strong data foundations and make sure their technology evolves alongside their ambitions.
Thank you to all the speakers who contributed to the programme and to everyone who joined the discussions. To explore any of these themes in more detail, contact us here and we'll direct you to the right person.
FAQs
What is an adviser tech stack?
An adviser tech stack is the set of systems an advice firm uses to run its business, typically including a CRM, platform and provider connections, financial planning tools, and supporting tools such as email, document storage and reporting.
Why are adviser tech stacks becoming a priority for advice firms?
Expectations around visibility, integration and data quality are rising. Firms want systems that support clearer oversight, more consistent processes and a better client experience, and as operating models mature, technology becomes more central to how the organisation works.
What does it mean to treat data as a shared business asset?
It means making information accessible and consistent across the business rather than holding it within individual systems or teams. When everyone can use data reliably, it strengthens decision-making, reduces duplication and supports a more joined-up experience for clients and advisers.
What challenges are firms facing with existing systems?
Many existing systems handle core processes well but struggle to support wider organisational needs. Common issues include limited integration between tools, inconsistent data formats, manual workarounds and difficulty generating timely insight. These challenges tend to grow as firms scale, diversify propositions or make acquisitions.
How can firms decide which technology is right for them?
It depends on how clearly processes are defined, how quickly the business is changing and how much flexibility it needs:
A CRM-led structure can work where needs are stable and well understood.
A set of specialist tools can suit firms with more varied requirements, provided information moves consistently between them.
Data-centric models are gaining interest for the control and adaptability they offer, particularly for firms planning to scale.
The most suitable approach supports the organisation today and allows it to develop without significant disruption.
What is a data-centric architecture?
A data-centric architecture places consistent, accessible data at the centre of the tech stack, with individual systems chosen for how well they connect to and use that data, rather than each system holding its own version.
Why is data architecture becoming more important that the choice of individual systems?
Data architecture shapes how information is captured, shared and applied. When that foundation is strong, firms can change or upgrade systems more easily and keep insight consistent across teams, gaining flexibility without adding complexity.
How does improved data flow influence client outcomes?
When advisers have accurate, timely information, conversations become clearer and reviews more meaningful. Clients gain a more structured understanding of their position, and firms can deliver greater consistency across the advice process.
