Adviser Service Journey Lead - Quilter

About the company

Quilter plc is a leading wealth management business, helping to enable brighter financial futures for every generation. Quilter oversees £157.4 billion in customer investments (as of August 2026). It has an adviser and customer offering spanning financial advice, investment platforms, multi-asset investment solutions, and discretionary fund management.

The business is comprised of two segments: Affluent and High Net Worth. Affluent encompasses the financial planning business, Quilter Financial Planning, the Quilter Investment Platform and Quilter Investors, the multi-asset investment solutions business. High Net Worth includes the discretionary fund management business, Quilter Cheviot, together with Quilter Cheviot Financial Planning - offering a highly personalised service to private clients, charities, trustees, and professional partners. Quilter Cheviot has presence throughout the UK, Ireland and Channel Islands.

At Quilter we never stand still. Our foundations are rooted in our extraordinary expertise, which is trusted by hundreds of thousands of customers, but we have great ambitions to stay one step ahead and make an even greater difference to the people and communities we serve, including our colleagues. Our business is transforming, continually modernising, and becoming even more customer centric. So, if you want to be bold in the pursuit of your ambitions, bring new ideas, and challenge and evolve what we do, it's the perfect time to join us!

Your tasks

About the Role The Adviser Service Journey Lead sits within the Chief Customer & Operations Office, reporting to the Director of Customer & Adviser Journeys. Working alongside other Customer and Adviser Service Journey Leads, you'll lead an allocated multidisciplinary journey squad through a matrix model and play an important role in establishing our journey-led operating model.

As the end-to-end owner of an assigned adviser service journey, you'll be accountable for its performance, optimisation and future transformation. You'll continuously improve customer and adviser outcomes, remove friction, create capacity and enhance the commercial performance of the journey, ensuring both digital and non-digital experiences deliver consistently strong outcomes.

You'll own the integrated run-and-change agenda for your journey, including the operational processes within it, while maintaining a broader focus on end-to-end performance, optimisation and modernisation. While the role oversees operational processes within the journey, it is broader than an operational management role; its primary focus is the performance, optimisation and modernisation of the end-to-end journey. Working within the strategy, investment framework and portfolio priorities set by the Director of Customer & Adviser Journeys, you'll recommend investment priorities and ensure agreed benefits are realised and sustained.

The role acts as the overall business owner for the assigned journey, continuously balancing customer and adviser outcomes, operational effectiveness, risk management, capacity creation and commercial performance. Success is measured not only through delivery of change, but through sustained improvement in journey outcomes over time.

End-to-end journey ownership

• Own the end-to-end performance and continuous improvement of the assigned adviser service journey across digital and non-digital channels, propositions, platforms, processes and teams.

• Act as the business owner and optimiser of the assigned journey, continually improving customer and adviser outcomes, removing friction, creating capacity and enhancing commercial performance.

• Oversee the operational processes within the journey, ensuring they are effective, scalable and aligned to agreed journey outcomes, while formal operational management accountabilities remain with the relevant business functions.

• Own both the day-to-day performance (run) and transformation (change) of the assigned journey, balancing immediate service needs with longer-term modernisation and improvement.

• Maintain a clear view of performance, pain points, risks, controls, dependencies, hand-offs and improvement opportunities.

• Develop and deliver the journey improvement roadmap within the strategic direction and portfolio priorities set by the Director.

• Act as the recognised point of accountability for the assigned journey.

Performance, backlog and delivery

• Own and maintain the journey backlog, translating agreed outcomes, insight, operational evidence, regulatory requirements and commercial priorities into deliverable activity.

• Translate agreed Targets & Measures into one integrated run-and-change backlog, with clear ownership for improving performance over time.

• Prioritise activity within the agreed backlog and delegated authority, balancing immediate service needs with sustainable improvement.

• Lead delivery of agreed improvements and ensure changes are embedded with clear ownership, measures and benefit tracking.

• Recommend investment priorities and develop evidence-based business cases to support portfolio decisions led by the Director.

Adviser outcomes and productivity

• Make it easier and more efficient for advisers and practices to do business with Quilter and serve clients.

• Reduce avoidable contact, repeat administration, unclear hand-offs and unnecessary evidence requirements.

• Improve adoption of adviser tools, portals, digital services and self-service capabilities.

• Work with Distribution, Advice, Product and Operations to address barriers affecting adviser productivity, retention and client servicing.

• For the Help me deliver advice & recommendations journey, focus on the adviser workflow, tools, evidence and support required to develop and document advice. Customer implementation and continued maintenance of the resulting plan sit within the corresponding customer journey.

Journey improvement, digital and automation

• Lead simplification, standardisation and process re-engineering to reduce friction, failure demand, rework, delay and manual intervention.

• Identify opportunities for straight-through processing, self-service, proactive communications, automation and responsible use of AI.

• Actively modernise the end-to-end journey by removing manual processing and legacy workarounds, increasing digital and self-service adoption, and using data, automation and AI to improve outcomes and create capacity.</