Building the next generation of advisers requires more than recruitment

There is a growing conversation across the mortgage sector about adviser numbers and whether the industry is attracting enough new people into the profession.

Demand for advice remains strong across mortgages, protection and increasingly areas such as PMI or later life lending, yet much of the recruitment activity visible across the sector appears to focus on the same group of advisers moving between firms rather than significantly expanding the overall adviser population.

Movement between networks and firms is, of course, a normal part of any professional market. Advisers will review their commercial arrangements, consider different business models and occasionally decide that another structure may suit them better.

However, when the majority of recruitment discussion centres on advisers switching networks or changing firms, it raises a broader question about whether the industry is investing enough effort into building the next generation of advisers rather than simply circulating the existing one.

If the profession wants to maintain long-term capacity and continue to meet client demand, the focus has to extend beyond recruitment campaigns and adviser transfers. Sustainable growth comes from developing new advisers who can build lasting careers within the sector.

The difference between movement and growth

Recruitment marketing across the intermediary sector has become increasingly visible in recent years. Networks, like ourselves, highlight technology platforms, compliance support and commercial structures designed to attract advisers, while recruiters frequently emphasise opportunities for advisers to increase retained income or gain greater operational freedom.

All of this is necessary and vital, especially as competition between networks can drive improvements in service and infrastructure. However, movement within the adviser population should not be mistaken for genuine expansion of the profession.

A healthy advice market needs a steady pipeline of new entrants who are properly trained and supported as they build their knowledge and experience. Without that pipeline, the industry risks becoming overly reliant on an established adviser population while client demand continues to increase and advice requirements grow more complex.

Why training matters more than speed

When conversations about adviser shortages take place, they sometimes move quickly towards the idea of accelerating the pathway into advice. Qualification routes are discussed, training timelines are shortened and firms look for ways to bring new advisers into revenue-producing roles more quickly. However, the long-term quality of advice depends on far more than passing examinations.

Mortgage advice involves regulatory responsibility, suitability assessments, client vulnerability considerations and the ability to interpret complex financial situations. These are skills that develop through structured learning and real-world experience, rather than through qualification alone.

For that reason, structured supervision frameworks remain essential. Non-competent adviser arrangements allow new entrants to build knowledge under supervision, giving them time to understand both regulatory expectations and the practical realities of advising clients. Mentoring, case oversight and gradual exposure to increasingly complex cases all form part of developing an adviser who is confident, capable and able to deliver consistently strong client outcomes.

The role of AR firms in developing advisers

AR firms already play a significant role in maintaining advice standards through their compliance oversight and supervisory responsibilities. In many cases, they are also well-placed to support the development of new advisers because they operate within structured frameworks that include compliance monitoring, lender relationships and established advice processes.

However, developing advisers requires investment and commitment from those firms. Training new entrants takes time, supervision and ongoing support, particularly during the early stages when advisers are still building their confidence and experience.

This is where broader infrastructure becomes important. Firms that want to bring new advisers into the profession need access to systems, compliance expertise and operational support that allow them to supervise effectively while continuing to run successful advice businesses. Structured training environments, whether delivered through internal programmes or supported by a wider network infrastructure, can provide the framework that enables firms to develop advisers responsibly.

Recruitment should start with the right questions

While recruitment activity will always remain a visible part of the adviser market, it is important advisers consider the foundations that sit behind any business structure

they are joining. Marketing messages often focus on branding, systems and commercial terms, but long-term success depends on deeper factors.

Advisers considering their options should look closely at questions around regulatory responsibility, compliance capacity, lender and provider relationships, financial stability and operational support. These elements form the infrastructure that supports advice businesses and protects both advisers and clients.

Building advisers, not just recruiting them

The mortgage advice profession has developed a strong reputation for delivering valuable guidance to clients navigating increasingly complex financial decisions. Maintaining that reputation requires continued attention to the way advisers are trained, supported and developed throughout their careers.

Recruitment will always be part of the industry, and advisers will continue to review the structures that best support their businesses. However, the long-term strength of the profession will depend less on how effectively it moves advisers between firms and more on how successfully it develops the next generation of advisers entering the sector.

Amanda Wilson, founding shareholder and colmmercial and strategy director at The Right Mortgage & Protection Network