Feature Articles Personalisation at scale: rethinking client engagement for HNW growth

Beyond the one-size-fits-all approach

Personalisation has long been the hallmark of successful HNW advice. However, legacy models of client service—built on manual, relationship-heavy interactions—struggle under the weight of a growing client base and rising expectations. Scaling without diluting quality calls for a new playbook.

The solution lies in what some are calling “intelligent personalisation”: the strategic use of technology, client segmentation, and proactive engagement models that allow advisers to deepen relationships without multiplying effort. At its heart, this means shifting from reactive service to predictive engagement—understanding not just who your clients are, but where they are in their wealth journey, and what they need next.

Segmenting for sophistication

Advisers servicing HNW clients often know their top-tier clients intimately, but this insight doesn’t always extend across the book. A structured approach to segmentation—beyond asset size—can unlock new engagement strategies. The survey found that 36% of advisers have a high HNW focus, and these advisers are more likely to use bespoke engagement strategies and allocate more to alternative assets (9% on average, rising to 14% for portfolios over $20M).

By considering behavioural personas, investment preferences, life-stage complexity and advice needs, advisers can tailor communications and services more precisely. For example, delegators may value ongoing reassurance and efficiency, while validators seek insight and co-creation. A family wealth client approaching succession has different priorities from a tech founder post-liquidity event. Understanding these distinctions allows for strategic allocation of adviser time and automated touchpoints where appropriate.

Using client satisfaction systems to drive insight

While many firms gather annual satisfaction surveys, few translate that data into action. In today’s environment, passive metrics are not enough. Feedback systems should be dynamic, integrated into the client lifecycle, and built to inform service strategies.

Despite the importance of client satisfaction, only 19% of advisers have a formal system in place to manage or improve it, and less than half have refreshed their long-term client relationships in the past year. Progressive firms are implementing feedback loops that combine quantitative data with qualitative insight—capturing not just whether clients are satisfied, but why they are, and what’s changing. This data can inform everything from onboarding journeys to event strategy, content personalisation, and even adviser-client matching.

Moreover, integrating feedback into client progress conversations can help advisers reconnect with long-standing clients who may feel overlooked. A refreshed service conversation, driven by data and curiosity, can reinvigorate dormant relationships and identify cross-service opportunities.

Refreshing the long-term client experience

In the quest for new clients, it’s easy to overlook the ones who’ve been with the firm the longest. Yet, long-standing clients often represent untapped opportunity—if the relationship is renewed with intention. Advisers who do refresh relationships most often use personal reviews, regular contact, and improved offerings—such as strategic planning sessions, milestone notes, and new service introductions. Notably, 69% of advisers with strong growth plans have refreshed long-term client relationships, compared to just 39% of others.

Creating ‘moments of reconnection’—whether through a strategic review, a personal note on a milestone, or a curated invite to a thought leadership event—can remind clients why they chose your firm and what more is possible. These interactions, while simple, compound trust and encourage referrals.

Balancing high-touch with high-tech

Technology is not a substitute for relationships - but it can supercharge them. The right systems empower advisers to focus their energy where it matters most, while still delivering consistent, personalised experiences across their client base.

Operational efficiency is essential for scaling a business and enriching the client experience. Leading advisers understand their cost-to-serve and seek technology that not only addresses today’s challenges but also adapts to future growth. A compelling tech stack must be flexible and modular, designed to meet the evolving needs of a growing practice and increasingly complex client demands.

With 62% of HNW-focused advisers viewing new technologies as a key growth strategy, and 73% prioritising brand and reputation, the demand for robust client view and reporting solutions is rising, especially as HNW clients hold more complex, non-custodial assets. When properly configured, CRM systems can prompt timely touchpoints, flag emerging advice needs, and surface relevant content. AI-driven tools can summarise client preferences or generate tailored communications, while portals and apps enable clients to self-serve without feeling underserved. The key is intentionality: choosing technology that enhances, rather than replaces, human engagement.

Aligning engagement with growth strategy

Ultimately, personalised engagement is not just about client satisfaction, it’s a business growth strategy. Advisers who systematically invest in better client understanding, proactive service models and scalable personalisation are better positioned to win referrals, deepen wallet share and retain clients through generational transitions.

The survey underscores that advisers who systematically invest in client understanding, proactive service models, and scalable personalisation are best positioned for growth. As intergenerational wealth transfer becomes the dominant client need (74% of HNW advisers), those who make every client feel like the only client will thrive.

Source for all research statistics Praemium/CoreData: The future of HNW advice, October 2024.