How advice business owners can make 2025 their best year yet

The end of the tax year is a natural reset point for financial advice businesses. With 2024 in the rear-view mirror, now is the time to reflect on key lessons, refine your strategy, and focus on the opportunities ahead.

Warren Page, Recruitment Director at St. James’s Place, shares his insights on what business owners and advisers should prioritise in 2025—covering recruitment, retention, growth, and exit planning.

1. How can business owners attract and retain top adviser talent in 2025?

The past year reinforced a shift in what advisers value most. The new generation of advisers—often 20 to 30 years younger than the industry average—prioritise flexibility, long-term growth, and purpose-driven work over traditional measures like security or immediate earnings.

Rather than focusing solely on industry experience, business owners looking to attract and retain high performers should assess qualities like drive, resilience, and shared values.

Top-performing advisers are looking for firms that offer:

• Career growth beyond client servicing – Client acquisition strategies, opportunities for future business ownership, equity participation, or succession planning.
• A fair and transparent adviser-business relationship – Contracts that balance adviser incentives with business sustainability.
• A strong cultural identity – Firms that align with their values and ambitions, rather than just offering a platform for servicing clients.

In 2025, recruiting for potential, not just experience, will be a key driver of business success.

2. What do advisers need to thrive and build long-term careers?

A successful advice career is built on three key pillars:

• Challenge – The best advisers don’t want to stagnate. They seek opportunities to develop, expand their reach, and improve their skills. Business owners must create an environment where advisers feel stretched, but supported.
• Support – Firms that fail to embrace technology and efficient processes will struggle to retain advisers. With increased regulatory requirements under Consumer Duty, access to strong compliance, AI-driven tools, and streamlined admin support will be critical.
• Time – The most valuable resource for an adviser is time. The less they spend on manual processes, the more they can focus on building deeper relationships with clients and developing their business.

To attract and retain top talent, firms must provide the right balance of challenge, infrastructure, and freedom for advisers to succeed.

3. What should firms consider when evaluating new hires or business partners?

When assessing whether an adviser or business is a good fit, three key factors stand out:

• Cultural alignment – Does the adviser share your firm’s approach to client relationships and long-term planning?
• Risk profile – What is their history of client servicing, governance, and ethical practice? A clean, well-documented track record is essential.
• Growth mindset – Are they looking to build something sustainable, or are they focused on short-term gains? Businesses with a commitment to long-term client relationships will always be more valuable.

This is equally important for advisers evaluating firms. If a firm doesn’t align with your values or offer the right support, it won’t be a platform for success.

4. How should business owners approach exit planning in 2025?

A successful exit strategy isn’t something you put in place when you’re ready to leave—it’s something you build over years.

Firms looking to maximise their business valuation should:

• Plan early – The best transitions happen when succession is a deliberate, structured process, not a rushed decision.
• Keep financial and client records clean – Strong documentation increases valuation and ensures a smooth transition.
• Consider internal succession – Selling to an internal successor or adviser buy-in often results in the smoothest client transition.
• Understand the market for your business – Know what potential buyers are looking for and position your firm accordingly.

A well-planned exit ensures continuity for clients, financial security for the owner, and a seamless handover to the next generation.

5. What key challenges will advisers face in 2025, and how can they overcome them?

Three major challenges stand out:

• Balancing fee pressure with value delivery – With rising scrutiny on fees, advisers must clearly articulate their value proposition. Prioritise high-value client relationships rather than diluting your offering.
• Keeping up with regulatory and market changes – 2025 will continue to bring shifts in compliance and best practices. Advisers must stay informed and collaborate with experts to remain ahead.
• Meeting rising client expectations – Consumer Duty has made clients more aware of what they should expect from an adviser. Technology, intergenerational planning, and tailored advice will be essential to meeting these expectations.

6. How can advisers assess whether a firm is the right fit for their career aspirations?

Choosing the right firm is one of the most critical career decisions an adviser can make. When evaluating a potential firm, consider:

• The level of support and infrastructure – Does the firm provide strong training, technology, and compliance support?
• The client proposition – Is the firm’s approach to client service aligned with your professional style and ethical standards?
• First-hand feedback from existing advisers – If a firm hesitates to introduce you to current advisers, it may be a red flag.

Beyond financial incentives, consider long-term career satisfaction, growth opportunities, and cultural alignment.

Making the Most of 2025

The new tax year is a fresh opportunity for advice businesses to strengthen their models, invest in talent, and set a clear direction for the future.

• For business owners: Focus on attracting the right advisers, refining your business structure, and planning for long-term succession.
• For advisers: Evaluate whether your current firm is helping or hindering your long-term goals. Seek out the right support and development opportunities.

This year isn’t just about maintaining your business—it’s about building something stronger, more resilient, and more valuable for the future.

Next Steps

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