In 2026, financial advice sits at the intersection of rapid technological change, rising public expectations, and stricter regulatory scrutiny. Across the UK and globally, regulators and big professional firms are pushing for clearer duties, better governance, and stronger consumer outcomes while also trying to keep pace with emerging risks such as digital advice, ESG (environmental, social and governance) claims, and novel asset classes. This blog explains the main trends advisers need to know, why they matter, and what practical steps firms should be taking now. I draw on recent outlooks and guidance from the Big Four professional services firms and the UK regulator to keep the picture grounded in current thinking.
1. The regulator’s focus: outcomes, suitability and ongoing support
Across the UK the Financial Conduct Authority (FCA) has made consumer outcomes the organising principle of regulation. Recent reviews show the FCA is looking beyond a one-off suitability letter: it wants firms to deliver meaningful ongoing support, to check suitability over time, and to be able to show they have done so. The FCA’s review of ongoing financial advice services and its Advice-Guidance Boundary Review signal an appetite to tighten expectations around what counts as “advice” and how firms document and deliver after-sales care. This matters for advisers who offer ongoing services or use automated tools: the regulator expects clear processes, evidence of reviews and an emphasis on good outcomes for customers.
2. Clearer duties and pension-related changes
Pension rules and duties are moving too. The UK’s Pension Schemes Bill and related guidance have pushed discussion about trustee duties, retirement outcomes and the expectation that savers get a clear route to an income in retirement rather than just a pot. For advisers who specialise in retirement planning, this means closer engagement with trustees, clearer documentation of recommendations and attention to any statutory shifts that affect retirement solutions.
3. Technology, automation and the new risks (and opportunities)
Digital advice platforms, algorithmic suitability checks and robo-advice increase access but also create new supervisory questions. Big Four outlooks emphasise that firms must prove their governance over models and data, from model validation to how algorithms explain recommendations to consumers. Regulators will expect model risk management, robust data controls and evidence that automation does not undermine personalised suitability. At the same time, technology offers advisers better tools for record-keeping, suitability workflows and monitoring client outcomes, so the compliance burden can become an efficiency gain if handled well.
4. Conduct, culture and personal accountability
Beyond technical rules, 2026 sees regulators pushing firms to manage culture and individual conduct more tightly. The FCA and other bodies have signalled an interest in non-financial misconduct, fair treatment of staff and controls that prevent “rolling bad apples” moving between firms. Firms must strengthen HR processes, fitness and propriety checks, and the link between conduct standards and performance management. This is part of a broader regulatory move: poor culture is now viewed as a root cause of poor consumer outcomes.
5. Financial promotions, influencer activity and transparency
Social media and “finfluencers” continue to draw regulator attention. The FCA has warned that financial promotions on social channels must follow the same standards as traditional advertising: claims should not be misleading, and suitable disclosures are required. Advisers and firms using content marketing must build approval workflows for promotions and ensure influencers understand the rules and the firm’s liabilities.
6. ESG and claims risk: higher proof required
ESG has moved from nice-to-have to a regulatory focus. Firms must back up ESG or sustainability claims with evidence and avoid greenwashing. Big Four analyses emphasise that supervisors will look for controls covering product labelling, disclosures and the governance of ESG factors in advice and investment selection. For advisers, this means clearer fact-checking, documenting the basis for ESG calls and ensuring client objectives align with ESG recommendations.
7. Cross-border complexity and divergent rules
Large firms and the Big Four highlight a second challenge: regulatory divergence across jurisdictions. Global firms and UK firms advising clients with overseas connections — must design flexible compliance frameworks that can meet varying rules (for example, on data, capital or client classification) while maintaining consistent governance. That can mean mapping differences, building modular policies and centralising oversight where possible.
8. Practical steps advisers should take now
- Document ongoing suitability: implement clear workflows for periodic client reviews, keep records and capture changes in circumstances.
- Strengthen model governance: if you use automation or robo-advice, set up model validation, monitoring and explainability measures.
- Upgrade promotions approval: introduce sign-offs for social media, maintain audit trails and train marketing and influencers on rules.
- Review ESG claims: require documentary evidence for sustainability labels and align client briefs to product ESG characteristics.
- Embed culture controls: HR and compliance should collaborate on fitness checks, behaviour standards and remediation processes.
9. How Big Four thinking helps advisers prepare
Deloitte, PwC, EY and KPMG have all published 2026 regulatory outlooks that converge on similar themes: regulators expect firms to demonstrate good consumer outcomes, manage tech and model risks, and prepare for quicker rule changes. These firm analyses are practical: they point to scenario planning, investment in data and automation governance, and closer alignment between boards, risk and front office — all useful blueprints for adviser firms of any size. Reading the Big Four outlooks can help advisers benchmark priorities and craft a roadmap that matches regulator focus.
Conclusion — What New Compliance Means for Advisors
In 2026, regulators demand proof. Proof of suitability over time, proof that technology is governed, proof that marketing is fair and proof that culture supports good consumer outcomes. For financial advisers that means moving from box-ticking to building documented, auditable processes focused on client outcomes. Firms that combine clear governance with smart use of technology and strong staff culture will not only meet the regulator’s expectations but will gain a competitive edge: happier clients, lower regulatory friction and a clearer story for growth.With the right people in place supported by specialist recruitment partners like Elite Recruitment,advisory firms can build compliant, future-ready teams that deliver happier clients, lower regulatory friction, and a clearer story for sustainable growth.
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