When the Personal Finance Society’s New Generation cohorts met for the first time at the start of the month, I expected the usual polite introductions and cautious optimism.
Instead, within minutes, our financial planning groups had already started mapping out potential projects.
It was a welcome reminder that enthusiasm, properly channelled is one of the profession’s most undervalued resources.
This year marks the first time we have hosted dedicated financial planning groups within the New Generation programme — and the response far exceeded expectations.
In fact, the volume of applications was so high that we created two cohorts instead of one.
This to me is a clear signal as to where the energy is right now, in a profession that is evolving fast and, with support from a professional body eager to invest in its future leaders.
This is something that is also shown with the recent £1mn investment into attracting and supporting new talent via the PFS Pathway to the Profession initiative.
The New Generation Programme exists to harness exactly that momentum.
It brings together some of the sector’s brightest emerging talent and gives them the tools, guidance, and exposure to lead the next chapter of financial planning.
Honesty matters
Securing a place on the programme given the strength and volume of applicants is an achievement in itself, but what actually impressed me most at our opening event wasn’t credentials or confidence — it was honesty.
Several participants openly admitted they didn’t see themselves as particularly creative and were so eager to develop that side of their professional skill set.
That willingness to learn, and to share vulnerability in my opinion is a huge part of genuine innovation.
The profession is evolving fast with clients expecting advice that feels personal, intuitive, and immediate — all while technology continues to reshape how we work.
We are focusing on creating initiatives that will outlast the programme itself
As we already know artificial intelligence is already influencing research, analysis, and client engagement.
But rather than seeing AI as a threat, programmes like New Generation treat it as an opportunity: a reminder that human insight, peer to peer collaboration and emotional intelligence remain irreplaceable, even as our tools become smarter.
The goal isn’t to compete with technology but to complement it – to let automation handle what it should, so financial planners can focus on what truly matters and this is what I am really looking forward to seeing our cohorts explore together.
Next steps
Our next phase builds on this mindset and I’m delighted to confirm that this years participants will be working alongside an external innovation and strategy provider to challenge the cohort (and their mentors) to think differently.
The aim is to nurture strategic thinking, curiosity, and creativity across all levels.
One of my observations from previous years is just how central mentors can be to the success of the projects developed within the programme — for the PFS cohorts this year, the mentors are senior professionals with extensive career experience and different perspectives to share.
But we didn’t want the mentoring to feel completely one directional as I genuinely believe that mentors should also gain as they give back, and the best outcomes tend to happen when both the mentors and mentees learn from each other.
That shared learning then sets the tone for everything that follows — the projects being developed through the programme which are now guided by three principles: impact, visibility, and longevity.
We’re not chasing short-term wins: we are focusing on creating initiatives that will outlast the programme itself — projects that will help shape how the public understands financial planning, and how professionals within it see their role.
People first
For me, a career in financial services has always been about people – understanding goals, fears, and motivations that can’t always be modelled on a spreadsheet.
As technology advances, that human element becomes even more valuable. The professionals coming through programmes like New Generation I believe know this instinctively.
They’re not waiting for the profession to evolve around them; they’re shaping it from within, combining empathy and resilience with innovation in ways that continue to strengthen the professions relevance in a changing landscape.
If this first session is any indication, the next generation isn’t just ready for what’s coming next — they’re already well on their way to building it.
Laura Wharfe ACII is a chartered insurer and head of careers and talent at the CII.
