Advice firms are turning to human-led support in greater numbers, despite predictions that AI would reduce the need for outsourced expertise.  

As a financial services support specialist, we’ve seen our membership rise 30% since the start of 2026, firms using its compliance services up 44% this year, and demand for paraplanning up 31% year on year.

Firms are telling us the same thing: AI can take on routine tasks, but the work that carries the most risk still needs experienced people. That means suitability, compliance oversight and technical planning, where judgement, accountability and regulatory knowledge matter most.

The growth follows a record first quarter, with Q2 and Q3 both setting new records. And we now support 30% more active users on our in-house Dextera™ platform than last year.  

Darren Lowry, our Chief Commercial Officer, said:

“What our teams hear in conversations with advice firms every day isn’t a lack of ambition, it’s how much gets in the way of it. Firms want more time with clients and more room to grow, but annual reviews, chasing providers and suitability reports all compete for that time. Then come the bigger questions, from compliance continuity and SMF16 and SMF17 responsibilities to whether direct authorisation is the right move.”

Our own audience analysis found that 66% of firms describe themselves as being in a growth phase. For those firms, bringing in advisers and client books also means scaling the expert support behind them.

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Darren continued:

“AI adds another decision: where can it help, and where must judgement remain human? Firms aren’t choosing between AI and people. They’re working out where each belongs, and for the work that matters most, they’re choosing people. For us, one question connects all of this, from Consumer Duty and due diligence to technical planning and AI: can we prove we’re applying our policies, every time, across the whole firm? A policy in a folder is little help if it doesn’t shape daily work. And a process that only works when one experienced colleague is there isn’t a process the business can rely on. That gap between policy and practice is where we’ve focused our support.”

We’re also developing our own AI tools, which will roll out to clients in 2027. They are built around specific tasks within our paraplanning, compliance and support services – and the aim is to give our people more time for the judgement-led work clients value most, not to replace them.

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Darren Lowry added:

“We’re not just talking about AI, we’re building it. We know how hard it is to embed AI properly in an advice business, because we’re doing it ourselves. We’ll be sharing what we learn directly with our clients along the way, so they get the benefit of our experience as well as the tools.”

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He concluded:

“The encouraging part isn’t just the growth in those numbers. It’s the chance to help firms put their ambitions on a firmer footing, with more capacity, clearer processes and expertise when they need it. That’s the growth I want Verve to support: not simply doing more, but also building a business that’s better equipped to keep doing it well.”

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Verve membership is built around four pillars: Commercial (benefits and provider discounts), Resources (an operational framework and training), CPD (technical insight and regulatory support) and Engagement (peer, expert and event access).

To see what it’s all about, give your free trial a go now – or give us a call to learn how membership can help you grow your advice firm.