Andy Matthews APFS, senior business development manager at RBC Brewin Dolphin, reflects on what advisers really value from BDM relationships in an increasingly competitive advice market.
For this month’s In Focus, we’re exploring business development in financial services, looking at how leadership, workplace culture and strategic growth are shaping the future of firms across the sector.
When I was recently asked to host a session for new Business Development Managers (BDMs), I was tempted to start with providers, products and performance data as an introduction to our sector. But as I began to sketch out my thoughts I kept on coming back to the foundations of any successful career in this area – people, relationships and actually unlocking value to the IFAs who we work with.
To help shape the session, I asked a group of IFAs what truly differentiates great BDMs. A few key themes came out of their responses; responsiveness, clarity and being a resource to help problem solve.
Responsiveness is the baseline, not the differentiator
Speed and reliability came through as table stakes. BDMs are expected to be accessible, responsive and accurate. Not occasionally, but consistently. This falls short when there are slow replies, vague answers or lack of follow-through. Done well, the role shifts from just a contact point to a dependable and trusted partner. That’s where a BDM starts to genuinely add value.
From product pushers to problem solvers
The IFAs I spoke to were clear. They do not need more sales pitches. They want support solving problems.
There is a clear shift here from selling products to adding context. The BDMs that earn long-term trust are those who help solve real problems, provide technical guidance, support client outcomes and bring forward ideas that can actually be put to work.
The best BDMs understand not only their own proposition, but also how it compares across the wider market and where it genuinely fits within an adviser’s business.
Personalisation beats volume, every time
One of the clearest messages to emerge from these conversations was how little IFAs value high-frequency, low-relevance contact. “Checking in” for the sake of it is not just ineffective, it can be a distraction.
What actually stands out is relevance and intent – turning up with something genuinely useful to say, at a time when it matters. Much like a single, meaningful phone call resonates far more than a general weekly one, it is relevant, tailored materials that unlock real value.
The standout factor: genuine relationships
This brings us to perhaps the most important theme of all – authenticity. This was a consistent theme across every conversation I had with the IFAs I spoke to. The BDMs that IFAs remember and return to are not simply competent but genuinely invested. They listen more than they talk. They understand the adviser’s business, their clients and their investment philosophy. They are approachable, and they show real interest that goes beyond simply the next transaction.
Adding value beyond the inbox
Market commentary and performance updates are expected. Although, they are rarely what makes a BDM memorable. What’s more helpful is access and experience – whether it be technical workshops and peer networking opportunities, or meaningful thought leadership and introductions to investment specialists. These are the moments that shift the BDM’s role from intermediary to genuine partner, unlocking ongoing value from the relationship.
What we took into the training room
The central message I brought into our new BDM session was this: success is built on genuine relationships and a highly tailored approach to every adviser you work with. No two IFA businesses are the same. No two advisers share identical priorities, clients or philosophies. A BDM who operates with that understanding is one who builds long-term trust.
In an ever-growing and evolving market, standing out is not about being louder. It is about being sharper, more relevant and authentic. From the ground, where IFAs operate day to day, the difference is clear. It is not about who says the most. It is about creating long term partnerships.
By Andy Matthews APFS, Senior Business Development Manager, RBC Brewin Dolphin
