The changing role of advisers in an AI-enabled profession

AI is reshaping day-to-day advice work

AI is already supporting a range of routine tasks by removing manual work and improving consistency. Tools are being used for personalisation, data analysis and compliance, as well as activities such as report writing, meeting transcription and fact finding.

This increased use of AI can help reduce administrative effort and lower operating costs to improve profitability. It can also free up advice professionals’ time to spend with clients, grow the business, widen the customer base or achieve a better work-life balance.

Although AI isn’t replacing human expertise, it is starting to affect how that expertise is applied. However, confidence in using the technology is still catching up with adoption. While more than half (56%) of workers are positive about the opportunity AI offers, research from Henley Business School finds that many feel overwhelmed by the pace of change.

In practice, building confidence starts with a basic level of digital fluency. This doesn’t mean you have to understand how AI tools are built, but you should be comfortable using them as part of everyday workflows and recognise where they add value and where their limitations lie. This means moving from simply completing tasks manually to directing, shaping, checking and refining technology-generated outputs. 

At the same time, greater use of AI brings increased responsibility for how client information is handled. Firms remain accountable for that data, regardless of the technology they use. You should be clear about how AI tools use client data, including whether it contributes to model training, and understand how information is stored and protected. 

Human judgement and communication are often cited as the most valuable part of advice. As technology takes on more administrative and analytical work, these people skills, which cannot be delegated to AI, become even more visible and valuable. This is reflected in Vanguard’s 2025 Client Connect survey, which finds that investors place high value on personalised service, emotional support and transparency, with 93% identifying empathy and active listening as key to building trust and sustaining long-term relationships.

Developing skills without increasing risk

Adapting to AI-enabled advice requires a structured approach; informal experimentation alone is not enough. Henley Business School found that three-fifths (60%) of workers would be more likely to use AI if given proper instruction. Training should cover how AI works, where it can be applied and how to assess outputs critically so tools can be used with confidence while recognising their limitations. Safe testing environments can support this learning, allowing teams to explore solutions without exposing client data or affecting live workflows.

A unified approach across the business is also important. Although advisers, paraplanners, compliance teams and administrators are likely to interact differently with AI tools, their responsibilities are interlinked. Shared training helps establish common standards and reduces the risk of inconsistent use within a firm.

All activity should continue to be assessed against Consumer Duty requirements. AI can improve efficiency, but firms must still demonstrate that they are delivering suitable outcomes and fair value. The recent Mills Review reinforces this point, highlighting the need to balance growth and innovation with governance and accountability.

AI can drive efficiencies, support better use of data and give advice professionals back more time, but its real impact is on how advice is delivered. Trust, judgement and personal understanding remain central to advice and, as technology becomes more embedded, these qualities are likely to define the value of the profession even more clearly.

To read the full version of this article published on FT Adviser on 30th March, which carries an indicative 30 minutes of CPD, please visit their website.