Gilly Green

Dave alluded to it.

He said when things are implemented well, we are not good at implementation in our industry.

And I think a lot of firms, when they implement a new system of any type, but particularly CRM, is they look at what they do today and they try and automate it.

rather than looking at how things can be done, or how things can be done better, and being led with the capability of the technology.

And I think this also alludes to AI, is when you're looking at these things, don't try and re-implement what you do today, but look at how you should do things better.

And I personally think, actually, the first thing you should do before you do a big operating model change is to reorganise the people side first.

Make sure that the functions are in the right places before you automate them.

And

That is also true of AI.

And a further thing about technology is adoption is really important.

You've got to sell it to people to an extent.

When your advisors are sitting there saying, I'm not going to record a client conversation, it's private.

You have to get them on board.

And actually one example that we had or someone I've spoken to recently said that they had this initial objection around AI and recording client meetings.

They actually went out to the clients and asked for permission.

And 99% of their clients said they didn't have a problem.

So you kind of have to sometimes leap over the objections and find out from the horse's mouth what you want to do.

But all of these things are continuous problems in our industry about implementing software.

The people integration side is absolutely key.

And the focus on advisors needs to be number one, because they're going to sell it for you.