Who I help
Private individuals. Families. Business owners. Trustees. Financial planners and their teams.
How I help
Leading Support teams. Improving processes. Developing people. Managing change. Making sure our teams have the support they need to deliver the best possible service to clients.
“Be honest, be open and be factual. Everything else will fall into place.”
Wendy Fisher is a Senior Operations Manager based in our London Crawley office. She is responsible for the Support team function across the South of the country. With around 31 years’ experience in the financial services industry and more than 22 years in management, Wendy brings a broad understanding of the wealth sector and the many moving parts that sit behind a successful client experience.
Her role is varied. From managing escalated issues and improving processes to recruitment, performance management, projects and consultation, Wendy works closely with her teams to make sure they have the right support, knowledge and processes in place to deliver for clients and planners. Having worked her way up from administration and report writing to senior leadership roles, Wendy understands the Support function from the ground up. She also brings valuable experience of working with businesses through periods of change, helping people adapt while keeping the focus firmly on better client outcomes.
Getting the fundamentals right
“My role is ultimately about making sure our Support teams can provide the best possible service to our clients and give our planners the support they need to do the same. That can mean something different every day. I might be dealing with an escalated error, reviewing a process, supporting a team member, working on recruitment or helping with a wider project.
The variety is one of the things I enjoy most. Whatever I’m working on, I always come back to the same question: how can we make this better for our clients and for the people delivering the service?”
Supporting people through change
“Change is probably one of the biggest challenges in Support. It can be a change in process. A change in people. A new system. Or the integration of a business into a larger organisation. My approach is to talk openly about those challenges and make sure people have the support they need to adapt.
I also try to help teams see the positives. New people bring new ideas. Improved processes can make everyone’s working life easier. Changes in ownership can create new opportunities. Things never stand still for long, but the aims should remain consistent: improve the experience for our clients and make sure our people enjoy and feel supported in their roles.”
Building trust when it matters
“Although my current role means I have less direct client contact than I have had in previous positions, I still think the principles of a strong client relationship are incredibly important. Be clear. Listen carefully. Understand what the person is telling you. And always show empathy.
One experience from earlier in my career has stayed with me. I worked with a client who had suddenly lost her husband. She was understandably extremely vulnerable and wasn’t fully aware of the investments he held or how he had set up his expression of wish. I spoke with her every day for several days, helping her understand what she needed to know and supporting her with calls to other organisations.
The initial conversation was difficult. You never know how someone will respond when you’re speaking to them at such a painful time. But taking the time to listen, explain things clearly and support her through what she was dealing with made a real difference. It’s a good reminder that behind every process and every piece of paperwork, there is a person.”
The backbone of the business
“There’s sometimes a perception that Support teams are there to put blockers in the way of getting things done. In reality, they’re often doing the opposite. There are processes in place for good reasons, particularly when it comes to protecting clients and reducing risk. The Support function is a critical part of making sure things are done properly.
I genuinely believe Support teams are the backbone of a successful Wealth business. When those teams are well supported, well trained and working with effective processes, everyone benefits. Clients get a better experience. Planners can focus on their role. And our people have the confidence to do their jobs well.”
Seeing the difference we make
“The most satisfying part of my work is hearing that a client is happy with the support they’ve received or with the service provided by their planner. It’s rewarding to know that the work we do can make a genuine difference to people’s lives. Sometimes that’s helping someone grow their investments. Sometimes it’s helping them through a difficult period. Either way, there’s a real person behind the client relationship, and that matters.”
A team I’m proud to be part of
“One of the things I enjoy most about AAB is hearing how much people enjoy working here. I love hearing what team members think about the culture, particularly within our smaller office environment. Knowing that people are happy to come to work and proud to be part of AAB genuinely makes me happy. Across the wider organisation, I’ve also found people to be incredibly supportive and generous with their knowledge. That’s important to me. The best teams are the ones where people are willing to share what they know, help each other and keep looking for ways to improve.”
