by Sally Lindsay
Essential skills include strong communication, negotiation, and problem-solving, alongside using technology to enhance efficiency.
In 2026, proficiency with digital tools is a baseline requirement rather than a competitive edge.
Based on a recent PwC Customer Experience Survey and related research, a hybrid human-AI model is recognised as the most effective approach to meet advisers evolving client demands.
While advisers are increasingly using AI for communication tools and automated systems to speed up turnaround times and manage larger pipelines effectively, implement client portals, and CRM data to segment databases to send personalised advice tailored to specific milestones, such as fixed-rate expiry or annual reviews, research indicates that 86% of clients still consider human interaction essential to their experience.
Key findings from PwC research about a hybrid approach include: clients desire the speed of AI for routine, quick tasks but demand the empathy and judgment of a human for complex or sensitive issues; while AI provides efficiency, nearly 80% of clients remain loyal to companies that prioritise human interaction, seeing it as a key differentiator; a hybrid approach allows businesses to use AI for up to 80% of routine tasks, freeing up staff to handle high-value, complex, or emotional customer service needs; and AI-human collaboration can increase productivity and speed by 50%.
The research underscores that successful companies do not deploy AI just for efficiency, but integrate it to support staff and enhance, rather than replace, the human element of service.
Personalisation of that service also plays a big part in client loyalty, but it is a paradox.
Clients want it until they don’t.
More than half of clients (53%) think that it’s worth it to share personal information if it makes their experience interacting with a company smoother. Mishandle that data and 93% say that a company will lose their trust.
In other words, every personalisation strategy carries a built-in trust trigger.
This is where many companies stumble.
Executives often assume more data equals more value, but many clients don’t see it that way. Nine out of 10 clients are willing to share some type of personal data for more personalised service, but they seem to calibrate their trust based on what’s collected, how it’s used and whether the benefit feels tangible. The more intimate the data the more that willingness drops.
The lesson? Treat privacy not as a compliance box but part of the client value proposition. Winning companies integrate technology with intention – collecting only what’s necessary, explaining why it matters and delivering value in the moment.
PwC says respecting boundaries is no longer just a legal safeguard, it’s a competitive advantage.
Be transparent about why you’re collecting data and strive to deliver immediate, visible value in return. When clients feel in control, personalisation becomes a loyalty driver, not a red flag.
Build personalisation that feels empowering and actively show respect for privacy, which can be a competitive advantage instead of a compliance burden, PwC says.
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