Phil commenced with Infocus on 2 March and will lead the firm’s Professional Standards function, supporting advisers across the Infocus network to uphold strong governance, compliance and operational practices.

Working alongside Annika Coutts, Head of Risk and Compliance, Phil will oversee adviser audits, quality advice coaching, business health checks and adviser support, helping ensure Infocus’ governance framework remains both robust and practical for advisers running high-quality advice businesses.

Phil brings more than two decades of experience across financial services governance, audit and regulatory compliance.

He joins Infocus from Count Limited, where he served as Head of Professional Standards and was responsible for governance, risk and compliance oversight across multiple Australian Financial Services Licences (AFSLs), supervising almost 600 authorised representatives.

Prior to Count, Phil spent 16 years at IOOF Limited (now Insignia Financial) leading national compliance and adviser oversight functions, with responsibility for monitoring and supervision of more than 700 financial planners and overseeing audit, risk and remediation programs across the advice network.

Darren Steinhardt, Founder and Managing Director of Infocus, said: “Infocus exists to support advisers in running high-quality businesses so they can focus on delivering the best outcomes for their clients.

“Strong governance and oversight are fundamental to that. Phil’s deep experience across compliance, risk and adviser supervision will further strengthen the guidance and support we provide across the Infocus community.

“Phil’s perspective and leadership will be valuable as we continue building the frameworks and support that help advisers across our community succeed,” Steinhardt concluded.

Commenting on his new role, Phil said: “The advice sector has been through significant change over the past decade, and advisers are operating in a far more complex regulatory environment than they once were. Getting the balance right between clear governance expectations and practical support for advisers is really important.

“What appealed to me about Infocus is the focus on helping advisers run strong, well-governed businesses while maintaining high standards of advice. That combination of oversight and genuine adviser support is critical for the long-term health of the profession,” he continued.

“I’m looking forward to working with the team and getting to know advisers across the expanded network.”

The post Infocus appoints Head of Professional Standards to reinforce adviser support and client outcomes appeared first on AdviserVoice.

Ed Young

Integrated Financial Advice and Wealth Platform, Infocus, has appointed Dr Ed Young as Chief Technology Officer (CTO), reinforcing its commitment to technology-led advice and platform innovation.

Young commenced with Infocus on 16 February and is responsible for leading the firm’s technology strategy, architecture and operations across PlatformPlus, its integrated end-to-end wealth platform. As CTO, he will oversee digital innovation, data and analytics, cybersecurity and infrastructure, strengthening platform resilience and scalability for advisers and clients. Young will shape an AI‑led technology strategy that turns intelligence into a core capability across the complete Infocus and financial advice ecosystem.

Young brings more than 20 years’ experience developing and executing technology and digital transformation strategies across government, ASX-listed companies and multinational organisations. He has held senior technology leadership roles including Chief Information Officer at RMIT University Online, CrownBet and Jumbuck Entertainment, and Chief Technology Officer at Sportsbet.

Most recently, he served as Executive Director at Bluebird Advisory, where he led major data migration and cloud transformation programs, and delivered AI-enabled analytics strategies for government and enterprise clients aligned to business growth and operational efficiency.

Darren Steinhardt, Founder and Managing Director of Infocus said: “Infocus is in the business of the business of financial advice. Our role is to empower advisers with the infrastructure, technology and support they need to grow revenue, enhance operational efficiency and effectively manage risk, while remaining independent and client-first.

“As we continue to evolve PlatformPlus, our end-to-end integrated advice platform, Ed’s appointment ensures our technology strategy remains firmly aligned with our advice-led, client-obsessed philosophy. His deep experience across digital transformation, data and enterprise technology, combined with a strong commercial and stakeholder focus, will materially strengthen our capability as we continue building for sustained growth and scale across the Infocus network.

“We are very pleased to welcome Ed to Infocus and look forward to the leadership and momentum he will bring to this next phase of our evolution,” Steinhardt continued.

Commenting on his new role, Young said: “The advice sector has been through significant change in recent years with technology central to how firms operate, manage risk and support clients. The real opportunity is to simplify complexity, strengthen foundations and make it easier for advisers to run sustainable, high-quality businesses.

“What attracted me to Infocus is its clear commitment to supporting advisers with an integrated platform that genuinely connects advice, investment and operational infrastructure. PlatformPlus is well-established and differentiated, and I look forward to working with the team to continue enhancing advanced data capabilities and security in a way that is practical and meaningful for advisers.

“For me, this role is about building steady, scalable capability that supports long-term growth across the community, while keeping the focus where it belongs; on delivering great client outcomes,” Young concluded.

The post Infocus signals next phase of growth with CTO appointment appeared first on AdviserVoice.

Effective risk profiling is a foundational element of compliant advice.

Introduction

The shockwaves that followed the announcement of ‘Liberation Day’ tariffs by Donald Trump brought an abrupt and unsettling end to a three-year bull market. Major global indices plummeted by 10% or more from recent highs – with the NASDAQ tumbling by over 20% – leaving many investors rattled.

Amid sensationalist coverage warning of market carnage, panic and uncertainty took hold, especially among retirees watching their portfolio balances rapidly shrink. These events have brought risk profiling sharply back into the spotlight, revealing in many cases a clear disconnect between clients’ real tolerance for risk and the equity exposure they were advised to take on.

Risk profiling is not just a best practice, it’s a legal and ethical obligation. Embedded in legislation, referenced in ASIC Regulatory Guides, and reinforced by the Code of Ethics, it is central to the “know your client” principle and the delivery of compliant, appropriate advice. Yet, despite its critical importance, risk profiling remains one of the most common areas of adviser failure — and a frequent source of AFCA rulings in favour of clients. For advisers, poor profiling exposes them to financial loss, disciplinary action, and reputational harm.

In this article, we explore adviser obligations around risk profiling, the reasons it often goes wrong, the consequences when it does, and how advisers can strengthen their approach to better protect their clients — and themselves.

Risk profiling – what the law says

At the heart of compliant financial advice lies the Best Interest Duty, set out in section 961B of the Corporations Act, and requiring advisers to act in the best interests of their clients when providing personal advice. ASIC’s Regulatory Guide 175 (RG 175) offers more detailed guidance on how advisers can meet this obligation, specifically highlighting the importance of understanding a client’s risk tolerance.

In paragraph 173 of RG 175, ASIC states:

“We expect that processes for complying with the best interests duty will ensure that, within the subject matter of the advice sought by the client:
(a) the scope of the advice includes all the issues that must be considered for the advice to meet the client’s objectives, financial situation and needs (including the client’s tolerance for risk).”^[1]

Further, in paragraph 227 of the same Guide, ASIC reinforces the relevance of risk profiling when investment products are involved, stating that ‘relevant circumstances’ include:

“Tolerance for the risk of capital loss, especially where this is a significant possibility if the advice is followed”.

Matching a client’s risk profile to an appropriate solution is not only required by law — it’s also embedded in the Code of Ethics, particularly Standard 9, which governs how products and advice are delivered.

Standard 9 stipulates that advisers must:

“Offer all advice and products in good faith and with competence, ensuring they are neither misleading nor deceptive.”^[2]

The reference to competence is important here. Effectively this standard requires advisers to genuinely understand the products they recommend – merely relying on the fact that that product is on their Approved Product List (APL) is not enough.

Misclassification of products can also occur when the detailed investment parameters of a product are not fully understood. For example, an ostensibly defensive ‘income generating product’ may have underlying guidelines that allow it to behave aggressively in certain circumstances, which could render it inappropriate for some clients.

Of course compliant advice doesn’t end with matching a product to the client’s profile. A third – and critical – step is ensuring the client understands the risks of any recommendation. This is reinforced by the Code’s requirement that:

“You must be satisfied that the client understands your advice, and the benefits, costs, and risks of the financial products that you recommend — and you must have reasonable grounds to be satisfied.”^[3]

In summary, compliance with obligations around client risk profiles can be seen as a three-step process:

1. Accurately understand and document the client’s risk profile
2. Match that profile with a product or strategy that is genuinely aligned
3. Ensure the client fully understands the risks of the recommended solution.

Each step is fundamental — and increasingly, each is being scrutinised by regulators and complaint bodies alike.

And yet…

With AFCA’s own data suggesting around two thirds of their determinations relating to ‘Know Your Client’ failures are found in favour of the complainant^[4], there is a clear incentive for advisers to prioritise this aspect of their advice process.

And yet as straightforward as the obligations around risk profiling are, it is still a process that features extensively in AFCA complaints.

In a 2021 study of over 1,000 advice complaints, risk management consultancy Fourth Line estimated around 18% related to ‘Know Your Client’ failings – with poor risk profiling practices a major contributor^[5].

(As alarmingly high as this figure may seem, it is still a remarkable improvement on the 2015 data referenced in a research paper by Dr Kathryn Hunt^[6], which suggested up to 70% of advice complaints escalated to The Financial Ombudsman Service – AFCA’s predecessor – were because of ‘inadequate or incorrect risk profiling of clients’.)

So why does it still go wrong?

While ASIC and the Code of Ethics are clear around the importance of risk profiling, neither stipulates a specific process for advisers to follow. As a result, across the market, there is a wide variance in the processes used by licensees and individual advisers in assessing a client’s attitude towards, and tolerance for, financial risk.

These processes can be problematic for a number of reasons:

• They are treated more as a tick a box client exercise (a ‘safe harbour’) involving little rigour or explanation to clients, or
• The tools and processes themselves can have flaws, including overly simplistic scoring, poorly framed questions, or biases that pigeonhole clients inaccurately.

One of the most common tools used by advisers in assessing risk profile is the Risk Tolerance Questionnaire (RTQ), and there is an extensive body of research identifying their common deficiencies. One high profile study was conducted by US researchers Carrie Pan and Meir Statman^[7], who concluded that typical risk questionnaires used to assess a client’s risk profile were deficient in 5 ways:

1. Every individual investor actually has a multitude of risk tolerances for each of their mental accounts (such as retirement planning or saving for a holiday) and trying to zero in on one ‘umbrella’ tolerance will fail to identify these multitudes
2. The links between answers to questions in risk questionnaires and recommended portfolio allocations are governed by opaque rules of thumb rather than by transparent theory
3. Investor’s risk tolerance varies as investment markets rise and fall. Exuberance from the rises inflates risk tolerances, while sliding markets bring fear and deflated risk tolerances
4. Risk tolerance varies when assessed in foresight or hindsight. Moreover, hindsight amplifies regret. Investors with a high propensity for hindsight and regret might claim, in hindsight, that their adviser overstated their risk tolerance
5. Other propensities such as trust, and overconfidence, play an important role, yet are not addressed through traditional questionnaires. Trust makes clients easier to guide, while overconfident individuals tend to overstate their risk tolerance.

Advising couples can also be challenging

According to research by risk profiling specialists Capital Preferences, 60% of couples have a meaningful difference in their risk preference. Yet despite this, one in five advisers working with couples were found to only be risk profiling one member of the couple, potentially exposing the other to inappropriately high (or low) levels of risk. Just over half of advisers (53%) surveyed were found to profile couples jointly.^[8]

ASIC have been on this case for a long time

As far back as 2013, ASIC, in Report 362^[9], investigated the use of risk profiling questionnaires.

The report noted that nearly all of the licensees surveyed used risk profiling tools to assess their clients’ attitude to risk, with the number of questions in the tool ranging from six to 27. The average number of questions in each tool was 13.

The report went on to say that:

“Risk profiling tools should not be the only way an adviser determines the client’s attitude to risk. We are concerned that mechanically allocating a risk profile based on the outcome of a survey may not identify the most appropriate strategy for the client. For example, where the client does not fully understand the questions, or the client has a high-risk appetite but does not actually have sufficient resources to absorb the level of risk, the results of the risk profiling exercise may be misleading.”

You can’t rely on TMDs either

Introduced as part of the Design and Distribution Obligation legislation, the Target Market Determination (TMD) was designed to be an important tool for achieving alignment between a product solution and a client’s risk profile.

But advisers relying heavily on TMDs as a proxy for their own research should be aware of the growing number of product providers subject to ASIC action in response to ‘inappropriate risk profiles’.

As detailed in ASIC Report 762^[10], poor risk profiling was a factor in 21 of the first 26 Stop Order actions taken against issuers of investment products under the DDO laws.

Specific inadequacies found by ASIC included relying on measures of risk that were too narrow, understating the true level of risk in the product, and taking too narrow a view of performance.

When it goes wrong
As touched on above, the misalignment between recommended product solutions and client risk profile is a common trigger for advice disputes, many of which are escalated to AFCA.

AFCA’s approach to resolving such disputes is to first assess the appropriateness of the advice, which involves a thorough investigation of the processes used to assess risk, align to a product, and then the communication behind that recommendation. (It goes without saying that comprehensive record keeping of these processes are as critical as the processes themselves.)

Mini case studies – AFCA determinations involving risk profiling

There are many ways problematic risk profiling has resulted in AFCA determinations against advisers.

In one case, a complainant successfully argued that the questionnaire used by the adviser was too complicated, and they were unable to understand some of the questions. In its determination, AFCA noted: “Given the inadequacies of the risk profile questionnaire, it is up to a prudent adviser to assist the complainants understand and comprehend the questions to identify and understand their relevant circumstances. In this instance, the adviser has not discharged his ‘know their client’ obligation”.^[11]

In another case (AFCA Determination 606592), a complainant successfully argued that the results of his risk profiling – which identified him as a conservative investor – was ignored by the adviser who invested his assets in a 60/40 mix rather than a 70/30 mix.

In a third case where AFCA ruled in favour of the complainant (Determination 734237), the adviser was found to have profiled the client’s attitude towards risk, but not their financial capacity for risk, (their financial ability to absorb losses), therefore effectively only doing half the job required under law.

In the event they find in favour of the client, AFCA will then determine the amount of loss, using what has been described as a counterfactual, or ‘but-for’ approach. Under this approach, AFCA will seek to quantify what investment outcome the client would have achieved if they had received appropriate advice (including products aligned to risk profiles).

Whilst this methodology is not intended to cover scenarios where one appropriately aligned product outperforms an alternative – for example a Vanguard indexed ETF outperformed a Blackrock indexed ETF – that hasn’t stopped some observers complaining that it theoretically creates a zero-risk environment for clients.

Infocus Wealth Management’s Darren Steinhardt raised the issue on an industry webinar in November 2024, railing against the ability for a client that “might have actually made some money” to receive compensation because different advice could have received more. “To me that sounds like a zero-cost option”, he said^[12].

Bracing for a client backlash

Having started this article by referencing the tariff induced market volatility, it seems appropriate to close the loop by looking at what advisers themselves think.

A global survey by Oxford Risk found more than three quarters of wealth managers and advisers expect increased regulation on risk profiling.

Their survey results^[13], published in 2023, suggest that Australian advisers anticipate both a surge in compensation claims from clients due to failure to comprehend risk profiling processes, and expect tougher regulation to follow as a result.

Speaking in 2023 (after the horrors of 2020 and 2022) a spokesperson for Oxford Risk pointed out that many clients will “inevitably be disappointed with their returns”.

She went on to say, “It is worrying however that so many wealth managers fear they will face compensation claims over their advice and particularly worrying that it will focus on a poor understanding of client risk profiles,” she added^[14].

Furthermore, the study by Oxford revealed that a substantial 68 per cent of wealth managers were occasionally caught off guard by their clients’ investment decisions, with the most frequent mistakes being evaluating returns over a short period (36 per cent).

Other common mistakes included impulsive decisions to the detriment of short-term plans (35 per cent) and buying high and selling low (34 per cent).

Sound familiar?

Protecting clients and yourself

Effective risk profiling is both an important consumer protection mechanism and a compliance cornerstone. In the event of any client complaints, the rigour of your profiling process and your documented reasoning can be a vital defence.

A basic checklist to support this could include:

• Is the client’s risk profile up to date and clearly documented?
• Is there evidence of discussion and understanding?
• Is the recommended strategy clearly aligned with the profile?
• Was the client’s profile revisited after major changes?

Advisers could also consider going beyond the basic questionnaire approach and adopt a more rigorous and contemporary process capable of allowing for emotional and behavioural biases. Such approaches include psychometric profiling and ‘revealed preference’ methodologies, both of which are now widely available.

For those looking to go even further, methods with widespread academic support include

• Understanding the investment behaviour of relatives, especially parents (a technique called financial anamnesis)
• The recording – by the client – of investment transactions in an investment diary, and
• Understand the client’s investment history in the context of the prevailing market environment. How did they behave in 2020, in 2022, in April 2025?

Conclusion

Risk profiling is more than a regulatory checkbox — it is a cornerstone of ethical, compliant, and effective financial advice. Against a backdrop of heightened market volatility and growing client expectations, the flaws in many traditional approaches are becoming harder to ignore. ASIC, AFCA, and the broader regulatory framework are increasingly focused on ensuring that advisers not only assess client risk accurately, but also align their advice appropriately and communicate the rationale clearly. Despite this, poor risk profiling remains a persistent cause of client disputes and compensation claims.

The takeaway is clear: advisers must move beyond simplistic, one-size-fits-all tools and embrace more rigorous, transparent, and client-specific processes. This includes profiling both members of a couple, understanding risk attitudes across financial goals, and staying alert to the evolving emotional and behavioural drivers behind client decisions.

Getting risk profiling right protects more than your clients’ portfolios — it protects your business, your reputation, and your peace of mind. In an environment where regulators are sharpening their scrutiny and clients are becoming more litigious, now is the time to ensure your risk profiling process is up to standard — before you find yourself on the defensive.

Take the FAAA accredited quiz to earn 0.5 CPD hour:

CPD Quiz

The following CPD quiz is accredited by the FAAA at 0.5 hour.

Legislated CPD Area: Professionalism & Ethics (0.25 hrs) and Regulatory Compliance & Consumer Protection (0.25 hrs)

ASIC Knowledge Requirements: Ethics (0.25 hrs) and Regulatory Environment (0.25 hrs)

please log in to start this quiz

———–

References:
[1] https://download.asic.gov.au/media/pqpe0hwc/rg175-published-21-november-2024-20241219.pdf
[2] https://www.legislation.gov.au/F2019L00117/latest/text
[3] https://www.assuredsupport.com.au/articles/standard-5-best-interests-and-appropriateness/
[4] https://www.moneymanagement.com.au/news/financial-planning/less-one-three-chance-defending-know-your-client-complaint
[5] Ibid
[6] https://www.griffith.edu.au/__data/assets/pdf_file/0027/205749/investment-risk-profiling-hunt.pdf
[7] https://www.researchgate.net/publication/228479814_Beyond_risk_tolerance_regret_overconfidence_personality_and_other_investor_characteristics
[8] https://www.moneymanagement.com.au/news/financial-planning/risk-failing-consider-couples-risk-tolerance
[9] https://download.asic.gov.au/media/1344368/rep362-published-31-July-2013.pdf
[10] https://download.asic.gov.au/media/llbdpf5b/rep762-published-03-may-2023.pdf
[11] https://www.moneymanagement.com.au/news/financial-planning/less-one-three-chance-defending-know-your-client-complaint
[12] https://www.ifa.com.au/news/35562-afca-defends-counterfactual-approach-to-advice-complaints
[13] https://www.ifa.com.au/news/32538-advisers-brace-for-client-backlash-on-risk-profiling
[14] Ibid

The post CPD: Is your approach to client risk profiling putting you at risk? appeared first on AdviserVoice.

Matthew Fogarty

National advisory firm, Infocus, has announced two senior appointments aimed at supporting the expansion of the firm’s revised operational model across Australia.

Seasoned financial advice sector executive Matthew Fogarty has been named Executive General Manager – Strategic Relationships, while Hayley Briggs has assumed the pivotal role of Chief Financial and Operating Officer. Each will add their considerable experience and leadership acumen to delivering best-in-class support for growing advice businesses.

The appointments reinforce the firm’s commitment to accelerating its national expansion, aligned with a vision to empower advisers, advisory practices, and license holders through a flexible, end-to-end advice model that fosters growth, innovation, and operational excellence.

Infocus Founder and Managing Director, Darren Steinhardt, said: “The financial advice sector is at a turning point and advisers need a trusted partner who not only understands their unique challenges but is deeply and actively invested in their success.

“Matthew and Hayley’s leadership will be key in advancing Infocus’ value proposition, driving innovation and delivering solutions that help advisers achieve client-first, best interest outcomes. We’re excited to welcome them and confident their expertise will be invaluable to the team.”

Matthew Fogarty – Executive General Manager, Strategic Relationships

A respected leader in Australian financial services, Matthew Fogarty brings over 25 years of experience in private wealth, financial planning and risk management. As Executive General Manager – Strategic Relationships, Matthew will lead the Infocus Partner Program (IPP), collaborating with advisory firms to deliver capital solutions, operational efficiencies and integrated support systems designed to drive long-term growth while keeping client needs at the core.

Commenting on his appointment, Matthew said: “Infocus is creating something totally unique in the Australian advice sector, offering Member, Partner and Enterprise partnership models that provide flexibility and industry-leading support for advisers at every stage of their journey.

“What really draws me to Infocus, though, is the strong, adviser-first community. It’s the power of being part of something bigger, where everyone is invested in each other’s success and in making high-quality advice more accessible to people across the country. I’m eager to be part of this journey and to help advisers grow their practices in a sustainable and highly professional way that helps lift the standards in our industry.”

Matthew has held senior leadership positions, including CEO of Fitzpatricks Private Wealth and Head of Private Wealth at Kelly+Partners Chartered Accountants. He was also a co-founder and director of The Encore Group, established in 2003 to provide specialist practice management, consulting and training services to the financial services industry, specifically for advice practices, dealer groups and institutions. He holds a Bachelor of Business and is an Affiliate of the Australian Insurance Institute.

Hayley Briggs – Chief Financial and Operating Officer

Hayley Briggs is a highly accomplished finance professional with experience spanning 27 years in senior financial leadership roles across leading global financial institutions. As Chief Financial and Operating Officer, Hayley is responsible for overseeing Infocus’ financial and operational performance, including financial planning, cash flow management, financial analysis and people & culture strategy.

Commenting on her appointment, Hayley said: “Infocus is at an exciting stage of growth as a national advisory firm, and I’m delighted to be part of the journey. I am impressed with the culture and its strong, community-driven approach. I look forward to contributing to the overall mission to help advisers succeed in a way that works for them, no matter where they are in their advisory practice, or what their business model looks like.

“I’m proud to be part of a company that’s built for the future and committed to delivering real value for advisers, advisory firms, and ultimately, their clients,” Hayley added.

Hayley has enjoyed a distinguished career with global financial institutions including JP Morgan, where she led strategic financial planning, forecasting and reporting functions. Her experience also includes senior roles at Deutsche Bank and Merrill Lynch, where she managed complex global financial operations and was instrumental in driving organisational transformations. Hayley is a Chartered Certified Accountant (ACCA).

The post Infocus expands leadership team to support national advisory growth appeared first on AdviserVoice.

Darren Steinhardt

National advisory firm Infocus took the wraps off an exciting revised national adviser business model, built to empower sustainable growth and flexible operations for financial advisers, advisory practices, license holders, and advisory enterprises across Australia.

With a unique end-to-end structure, the Infocus client integrated business model prioritises industry access to flexible and innovative solutions in three core areas: Advisory, Technology, and Investment Management.

Infocus Founder and Managing Director, Darren Steinhardt said: “Today begins an exciting and important chapter in the growth journey for our national firm. We are today a national advisory firm with multiple new touchpoints, service and execution options for financial advisers and their clients.

“At the heart of this is a carefully constructed commercial approach that seeks to deliver high-quality advice outcomes and hand hard-working financial advisers greater freedom to choose intuitive options in support of their own commercial success and partnerships with us.”

Mr Steinhardt said early focus groups had shown advisers seek to do business with advice-centric partners who have ‘walked in their shoes’.

“This means we are open for business as a firm built by advisers for advisers. From fully autonomous advisory practice models to collaborative partnerships – each can benefit from tailored technology, investment solutions, and operational support for sustainable growth.

“That’s essentially what sets us apart from the traditional dealer group or licensee – we’re a home for every adviser, no matter their business model or stage,” Steinhardt said.

Key elements of Infocus’ strategic offering

• Flexible partnership models: Three distinct models – Member, Partner, and Enterprise – cater to different adviser needs.
  • Member Model: Full control with the option to be Infocus-licensed or self-licensed, plus access to on-demand support.
  • Partner Model: Advisers collaborate with Infocus for technology, investment solutions, and operational support, with Infocus as a capital partner covering both equity options.
  • Enterprise Model: Scalable solutions for larger businesses, leveraging Infocus’ technology and infrastructure.
• End-to-end scalable growth support: A fully client integrated advice, technology, and investment framework that enhances efficiency and ensures best-interest client outcomes. The ‘Infocus Playbook’ provides advisers with ‘best practice’ practical strategies to drive sustainable growth and scale their businesses while delivering high-quality advice.
• Seamless technology infrastructure: Platformplus is the industry’s only fully integrated advice technology ecosystem with the client at its heart, allowing advice professionals to deliver excellence in client experience, excellence in advice process and practice management, and excellence in AFSL governance, oversight and AFSL management.
• Collaborative national community: Infocus fosters a collaborative national community where advisers, employees, and stakeholders share knowledge and resources, all supported by a firm founded by advisers with decades of experience building successful financial advisory practices throughout Australia.

Addressing the profession’s challenges

With rising costs and regulatory complexity driving the median annual advice fee to $3,960, only 10% of Australians receive professional advice – leaving approximately $3.6 trillion in unmanaged assets. Infocus aims to close this gap through scalable, technology-led solutions and a supportive national community.

Darren Steinhardt described Infocus’ refreshed approach as progressive step for the advice sector, offering sustainable, intelligent solutions to support advice provision, practice growth and a resilient financial advice profession.

“Advisers today need more than just compliance and licensing – they need a full suite of tools and support to help them grow and scale their business on their terms,” said Steinhardt.

Speaking at the Infocus iCON25 conference in Adelaide, a gathering of business owners, professional advisers and industry partners, Steinhardt outlined the firm’s vision for revolutionising the way advisers operate and grow in the profession.

“For too long, advisers have been weighed down by onerous regimes, restrictive business models and processes, with fragmented technology that limits their potential. That’s why we built an end-to-end proposition, with the client at its heart, that’s anything but one-size-fits-all. Our approach is uniquely designed for the evolving advice professional – no one else offers what we do.

“Advisers don’t just gain access to our proven market leading technology that is also award-winning, and NPS positively rated,” Steinhardt explained. “They also benefit from advanced functionalities coming through our system – like one of Australia’s best financial modelling tools.

“It’s time to ease the known choke points restricting the Australian advice sector. We are perfectly placed to enhance the support our existing 200-plus advisers receive and welcome many more advisers, advisory firms, or self-licensed firms seeking a better model,” Steinhardt continued.

“Advisers shouldn’t have to choose between autonomy and support. With Infocus, they can have both,” Steinhardt concluded.

The post Infocus unveils bold new direction in support of high-quality national advice appeared first on AdviserVoice.

Founder and Managing Director, Darren Steinhardt confirmed, ‘We are delighted to announce that we have appointed Mr Steve Davis to the position of Chief Commercial Officer for Infocus.’

Steinhardt added, ‘Steve is an experienced, enthusiastic financial services professional, a great team player, and someone who will bring outstanding commercial acumen and strategic direction to our business.

Using his talent, expertise and fresh perspective, Steve will help execute our growth plans, help Infocus and our advisers maximize the opportunities we’ve identified in the market and no doubt, find new and exciting ways to ensure we build on our positive momentum well in to our future.’

‘We believe Steve will be a great cultural fit for Infocus, partly because, like the majority of our senior leadership team, he has spent time as a financial adviser which helps him to have real empathy with the challenges our advisers face in helping clients achieve their financial and lifestyle goals.

Steve also passionately believes in the difference that good advice can make to clients and as such is very well-aligned with Infocus.

It is understood Mr Davis will take up the newly created CCO position from 1 August, based at the Infocus head office in the enviable lifestyle location of Queensland’s Sunshine Coast.

‘The appointment of Steve Davis, together with our announcements last week that Jeff Mitchell will join us as Chief Investment Officer, and Craig Meldrum as Head of Technical Services, signals our clear intent for a future focused on advice and a team resourced with outstanding talent across the Infocus business,’ concluded Steinhardt.

The post Infocus adds a third new senior executive to its leadership team appeared first on AdviserVoice.

Darren Steinhardt

Infocus Wealth Management has pulled off a stunning coup, snaring senior executives Jeff Mitchell and Craig Meldrum from a rival dealer group.

Mitchell has been appointed to the newly created position of Chief Investment Officer, while Meldrum will be Head of Technical Services for the Group.

Infocus has been riding a wave of positive momentum since company founder, Darren Steinhardt returned to an operational role as Managing Director late last year. The appointment of Mitchell and Meldrum further strengthens Infocus’ determination to be an adviser-focused dealer group of choice.

Steinhardt is understandably thrilled with the dual recruitment stating “Infocus is proud of our foundations and proud to be an adviser-focused group. With the addition of outstanding professionals the calibre of Jeff and Craig to our leadership, we strengthen that position further. Both are experts in their respective fields, but just as importantly, they have each practiced as advisers so they understand and appreciate both the opportunities and challenges that face our industry. Like us, they agree Infocus is a great place to be in the current environment”.

Jeff Mitchell is highly regarded in Investment and Research circles, joining Infocus after more than 20 years in the industry with the last 6 years at Australian Unity and previously with Standard & Poor’s Wealth Management Services. Jeff will report directly to the Managing Director and join the Infocus executive leadership team. In his role as CIO, he will bring a wealth of experience across investment, research, asset management, governance and operational considerations.

Craig Meldrum as Head of Technical Services will lead a high calibre in-house function providing advice, strategy, tools, and quality technical leadership to the significant benefit of our 160-strong national adviser network. In addition, Craig will also lead the development and implementation of our end-to-end advice process. Craig also joins the Infocus executive leadership team.

Steinhardt added, “Infocus occupies a trusted position as the primary adviser for the entire financial lives of our customers. We are confident Jeff and Craig will make a material difference to our ability to do that at the highest possible standard and in the best interests of our clients. “

“The appointment of Jeff Mitchell and Craig Meldrum to our Infocus team signals our clear intention to resource ourselves for an exciting future”.

The post Infocus scoops double senior executive talent appeared first on AdviserVoice.

Darren Steinhardt

Infocus has presented the Starlight Children’s Foundation with a cheque for $8340.50. Speaking at their national head office on the Sunshine Coast, Infocus Managing Director Darren Steinhardt said “As Financial Advisers, we work hard to make a positive difference in the lives of our clients.

“With the Starlight Foundation, we have been given the opportunity to also make a positive difference in the lives of seriously ill children and their families”.

Steinhardt added, “The values of the Starlight Foundation and the amazing work they do really resonates with our team and with our financial adviser network. We are incredibly proud to offer this donation today”.

Accepting the cheque, Tracey Tomlin, State Partnerships Manager of Starlight Foundation said “With this generous donation from the Infocus team, we will help brighten the lives of 213 seriously ill children and their families! Thank you Infocus.”

Tomlin continued “We rely on support such as this to help us deliver our in-hospital and community programs and we would not be able to do what we do without amazing organisations and individuals like you all”.

The Infocus team voted to select Starlight Foundation as their Charity of the Year and the cheque represents donations made in the past 12 months by Infocus staff through their fortnightly salary giving option, as well as money raised through fundraising initiatives with the nationwide network of financial advisers licensed through Infocus.

The post Infocus financial advisers dig deep for children’s charity appeared first on AdviserVoice.

Roy’s career spans financial markets and operational roles in the UK, Europe, Asia and Australia. His last full time executive role was as CEO of Transfield Holdings. Prior to this he was the MD & CEO of Gresham Private Equity in Sydney. He previously lived and worked in Hong Kong as MD and Asian Head of Deutsche Bank Capital Partners, and in the UK as a Director of 3i Group.

He is currently Chairman of Encompass Corporation and Condor Energy Services. He is also the Chairman of the Investment Board of AMB Capital Partners, a Non-Executive Director of Coolabah Capital Investments and a member of the Advisory Board of Enlighten Operational Excellence.

Roy holds a BSc in Production Engineering from the University of Strathclyde and an MBA from the University of Edinburgh Business School. He will take up the Chairman role with Infocus on 1 January 2017.

Infocus Group Founder and Chairman Darren Steinhardt said “We are looking forward to the insights and
expertise Roy will bring to the group as well as leveraging his deep industry experience and background. Roy’s
appointment is key to the Infocus Group’s continued evolution and ongoing growth”.

The post New Infocus Director brings global perspective appeared first on AdviserVoice.