In a period when adviser independence feels increasingly under pressure from consolidation and private equity, Financial Solutions is positioning itself as a home for planners who want control of their business.
New managing director Leanne Williams discusses autonomy, barriers to breaking away, leadership, gender gaps and where advisers most need support.
Tom Browne:
Independence feels under pressure. What does it mean to you, and how does Financial Solutions protect it?
Leanne Williams:
For me, it’s about autonomy. The regulatory definition of independence matters, but it ultimately comes down to advisers having the freedom to decide what’s right for their clients – pricing, target markets and the solutions they recommend.
Our goals are more about quality and community than about size. We want the right partners in the network, not a land grab
A network can help underpin that by taking away distractions such as regulation or technology choices. We can be prescriptive where needed, but our approach is collaborative and adviser led, keeping the adviser-client relationship central.
Browne:
What are the biggest barriers for advisers trying to break away or scale sustainably?
Williams:
It varies by adviser. They might be in a network already, be a DA firm or be an employed adviser in a consolidated business. Their pressures – financial, operational or emotional – differ.
Client ownership is a major barrier for employed advisers; they need to understand the financial implications of moving. We’ve helped many advisers through that transition and can smooth the pain where needed.
Operationally, we support everyone – business set-up, agencies, technology – so the biggest remaining barriers tend to be financial considerations and the emotional challenge of operating alone for the first time. It’s a significant step in a career.
Technology is still fragmented and many advisers aren’t sure what good tech looks like or how it affects compliance and client relationships
Browne:
How has your background in networks shaped your leadership style?
Williams:
I’ve always believed in treating people how I’d want to be treated. People are experts in their own field and want to be heard and collaborated with. Early in my career we focused on building communities and shaping support around advisers’ needs, and that remains important to me.
I like to work with my team and lean on their expertise, just as advisers should be able to access the right experts within a network.
I’m also quite straight talking in my work persona – the industry is male dominated and clarity is often appreciated – but being clear and supportive is central to how I lead.
Browne:
The Women’s Wealth Alliance has called for better visibility and leadership pathways for women. Where do you see the biggest gaps?
Williams:
It’s a broader societal issue. The report was quite insular, surveying people within the sector. Inside the industry we do a lot to support women and there are visible female leaders, though still few in proportion.
Client ownership is a major barrier for employed advisers; they need to understand the financial implications of moving
Externally, we’re not good enough at explaining what careers in financial services look like. Adviser pathways are clearer now, but roles like the one I started in – in a support company or network – aren’t well understood. That affects men and women, but particularly women.
We need to be more deliberate about showcasing career routes and opportunities. I’d like to take a more active role in that, now that I’m in a visible position.
Browne:
Where are advisers most under-supported, particularly around regulation or operational burdens?
Williams:
It depends on their structure, but technology is still fragmented and many advisers aren’t sure what good tech looks like or how it affects compliance and client relationships.
Regulation has multiple routes to answers, but advice is subjective. Advisers want support in decision making, not a prescriptive solution. There’s a gap in providing a pragmatic, collaborative approach.
We need to be more deliberate about showcasing career routes and opportunities
Our technology focuses on helping advisers meet requirements efficiently so they can focus on the relationship, the advice and the client’s needs.
Browne:
What does success look like in year one as you target growth into 2026?
Williams:
Our goals are more about quality and community than about size. We want the right partners in the network, not a land grab. Adviser satisfaction, delivering on what we promise and providing a stable, collaborative home are key.
Speed of onboarding matters too, but ultimately it’s about building a community of quality, like-minded individuals. If advisers feel supported and confident to grow sustainably, we’ll know we’ve done a good job.
Browne:
Thanks for speaking to us!
