What advisers needed from their platform
An advice business had a platform in use and changes still to make. Adviser feedback needed to shape the next platform priorities.
- Practice priorities
Agree what needs to work better.
- Platform work
Review, shape and support the proposed change.
- Adviser feedback
Use the team’s experience to inform the next decision.
What the business was trying to change
A growing advice practice had a platform in use and a steady stream of ways it could improve day-to-day work. Each request needed to be understood in its workflow, prioritised with leadership and made usable for the team.
As advisers used the platform, their feedback could change which improvement mattered most.
What needed doing
The brief combined workflow review, technology and AI advice, and hands-on platform support, with priorities grounded in the advice team’s daily work.
How the work was framed
Keep decisions close to the users
The scope included regular conversations with leadership to keep the improvement list connected to the advice team’s needs. The discussion could move between the operating problem and the technology required to address it.
Work where the friction was
Platform support centred on the existing advice system and its surrounding workflows. A proposed change could be judged against the task advisers were trying to complete.
Review priorities as the work progressed
The engagement allowed recommendations and platform support to run together. Priorities could be revisited as the team used the platform rather than fixed before new feedback arrived.
Keep platform priorities close to adviser work.
The engagement model joined leadership priorities, advice-team feedback and platform support. Its focus was a practical improvement list that could evolve as users identified the next source of friction. No quantified time saving or business outcome is claimed here.
- Review technology priorities with the people responsible for the advice operation.
- Assess workflow questions and platform changes together.
- Frame each proposed improvement against an adviser task.
An improvement list stays useful when adviser feedback shapes what is done next, including after a change reaches daily work.