This article was produced in partnership with intelliflo.
In an industry saturated with solutions promising to streamline operations, the challenge isn’t building better tools - it’s cutting through the noise.
“We saw the industry shift and rush to offer ‘all-in-one’ platforms that claim to do everything,” explains Lisa Jacobs, Head of Product Management, intelliflo redblack at intelliflo. “But the truth is, the winners in this space are the ones who specialize—who go deep in their area of expertise but still integrate fully with other systems.”
So, how can firms distinguish between fleeting trends and innovations that will actually drive growth? Jacobs has a clear answer.
“There are some topics that just aren’t going away,” she explains, pointing to better compliance tools tied to portfolio management and rebalancing as an example that sits at the top of the list. Advisors are also demanding more flexibility in how they trade alternative assets and fixed income products, expecting the same seamless experience they get with equities.
Add to that the rise of user management customization and the growing need for integration capabilities, and the picture becomes clear: the firms that thrive will be the ones that adopt technology built to handle these complexities without sacrificing flexibility.
Wealth management firms, regardless of size, are integrating digital products at the core of their services. According to a survey highlighted by FinTech Global, 91 percent of wealth managers plan to adopt new technologies in 2024, focusing on solutions aimed at enhancing client attraction and retention. A strong majority (72 percent) of family offices, as per Deloitte research, say their investments in technology for their own operations is either insufficient or nonexistent.
Driven by both the evolving expectations of clients – including high-net-worth investors, the primary clientele for most registered investment advisors (RIAs) – to have tech-enabled solutions as they do in other areas of their lives, and the need to stay competitive, financial advisories are prioritizing digital transformation strategies that deliver enterprise-wide value.
Financial advisors recognize the benefits of digital innovation, with a Kitses report citing, 44 percent anticipating reduced costs and 42 percent expecting increased revenue over the next three years, as a result of improved technology. However, in a global Avaloq study, 44 percent of wealth managers surveyed view their own technology as outdated and 31 percent found it wasn’t appropriate for their purposes.
The sector’s inherent exposure to regulatory challenges and elevated risks has only amplified the urgency for innovation, positioning firms that embrace digital solutions at the forefront of the industry’s future.
Implementing new technology sounds simple on paper. In practice, it’s a balancing act between day-to-day operations and the overwhelming task of onboarding new systems. Advisors are already stretched thin, managing portfolios, compliance, and client relationships. Adding a tech overhaul to the mix? That’s often where things break down.
Beyond time constraints, the bigger challenge is change management - getting teams shifting from familiar processes to unfamiliar platforms.
intelliflo’s answer is a modular onboarding approach designed to simplify. Instead of overwhelming firms with everything at once, they guide teams through step-by-step processes, focusing on getting them from initial data import to their first trades as efficiently as possible. It’s not just about speed, though. intelliflo’s approach ensures that firms fully understand the tools, so they’re not just using the technology - they’re also optimizing it.
This focus on efficiency and usability reflects the company’s customer-driven approach to product development. In 2024, 81 percent of intelliflo redblack enhancements were customer-inspired - an 11 percent year-over-year increase that demonstrates how intelliflo listens and then acts
“We’re known for not overpromising,” Jacobs says. “But we’re also known for our ability to roadmap new needs and deliver on them.”
That approach aligns well with Jacobs’ mission and experience because for her, the problem isn’t purely professional - it’s also personal. As a former licensed financial advisor who transitioned to wealth tech in 2017, Jacobs has firsthand experience with the pain points advisors face. The technology that advisors depended on was often clunky, time-consuming, and hard to integrate into day-to-day operations.
intelliflo redblack’s integration capabilities are a key differentiator. Advisors worry they’ll lose critical functions or have to completely overhaul their workflows, but the platform seamlessly connects with a wide range of existing tools, making data transfer and system compatibility straightforward. And when firms encounter something unique, intelliflo’s team works with them to find a solution rather than forcing a one-size-fits-all fix.
Jacobs recalls working with a firm that, after its first year with intelliflo, had a laundry list of enhancement requests. They were convinced they needed to replicate old processes in the new system. But over time, as they became more familiar with intelliflo redblack’s capabilities, those requests started to disappear. Jacobs highlights, “What felt essential at first turned out to be unnecessary because the technology was designed to simplify their workflows in ways they hadn’t considered.”
This flexibility is critical in an industry where legacy systems often collide with new technology. With just a few adjustments to a single model or strategy, advisors can scale changes across hundreds of accounts. That means less time spent on manual updates and more time focused on what really matters—serving clients and growing the business.
“Our biggest ROI is allowing firms to scale their operations without scaling their workload,” Lisa explains. And the numbers back it up: intelliflo’s Net Promoter Score consistently outperforms industry benchmarks.
intelliflo’s team isn’t just focused on delivering a product; they’re committed to understanding each firm’s goals and helping them get there.
“You don’t need a jack of all trades,” Jacobs underscores. “You need the best tools that play well together.”
In the end, it’s not just about adopting technology. It’s about adapting to what’s possible.
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