Complaints are often treated as an operational burden. They arrive late in a customer journey, demand time and resource, and carry regulatory and reputational risk. So organisations do what they are designed to do: they process them efficiently, bring them to closure, and move on. But in doing so, most
Paraplanning is still viewed, in some quarters, as a process that allows advisers to pass administrative burden to someone else. And on occasion, that can be true. But when paraplanning is reduced to little more than an offloading exercise, the real value of the role is not just missed, it
For many years, assessing a client’s attitude to risk (ATR) was treated as a straightforward administrative task. A short questionnaire, a numerical score and a label from “no risk” to “adventurous” often formed the entirety of the process. This created an impression that ATR was a static datapoint rather than
A people-first culture across the globe Across the world, conversations about work are shifting. Organisations are paying closer attention to how culture shapes performance, how wellbeing influences long term resilience and how purpose helps people stay connected to their work. At Huntswood, these themes have become central to how we
South Africa as a centre of excellence As organisations continue to rethink how and where work is delivered, South Africa has emerged as a location that offers both operational strength and meaningful social impact. For Huntswood, it has become an increasingly important part of how we help clients build resilient,
Regulatory Updates – 17 July 2025 In her inaugural Mansion House speech, Chancellor Rachel Reeves set out a bold agenda to reform the UK’s financial regulatory landscape. Addressing City stakeholders, Reeves described current regulatory constraints as a “boot on the neck” of British business, arguing that excessive bureaucracy is impeding innovation and economic
