Curiosity Can Turn Advisers Into AI Leaders

As advisers and firms explore how to use artificial intelligence, there is no one-size-fits-all approach to investing in the technology. Yet industry experts say every firm should have an AI strategy, regardless of size.

For smaller firms and advisers just starting to understand artificial intelligence, a strategy can take fewer resources than expected.

“[Firms] don’t need to hit a certain threshold in employee count or assets under management or anything to be able to avail themselves of these [AI] models, and that’s really where it’s leveled the playing field, in my estimation,” says Spencer Smith, founder of technology consultancy AmpliPhi.

For some firms, all that may be needed is a curious employee willing to explore what AI could mean for advisers and clients.

Investing in Internal Curiosity

For firms with limited resources, building AI expertise does not always require hiring outside specialists. Some firms are instead identifying employees with an interest in technology and giving them opportunities to lead AI initiatives.

Matthew Vandre, director of digital services at Francis LLC and a finalist for PLANADVISER’s 2026 Retirement Plan Advisers of the Year, says he did not expect to be his company’s technology leader when he joined the firm as a financial planner in 2011.

As technology began playing a larger role in the retirement plan advisory industry, Vandre started exploring how Francis could incorporate emerging digital capabilities into its business. After bringing his ideas to firm founder Michael Francis, the company set aside a budget in 2014 to begin developing what Vandre describes as an “adviser in your pocket” tool for clients. He began evaluating potential technology partners and exploring ways to build a proprietary solution.

In 2023, Francis rolled out its proprietary AI tool through a partnership with software development company Noble Applications LLC and publicly available large language models.

According to Smith, curiosity like Vandre’s is a key advantage point that firms should leverage for AI adoption.

“Those who are curious and start to use AI individually for their jobs, they’re probably going to be much more apt getting that up to speed quickly,” Smith says. “If we were having this interview pre-November [2025], I would say that those that had spent a lot of money on refining models or trying to weigh the models to be indicative of what they want, they would have an advantage. But the general-purpose models had this inflection point, where now they’re so robust. … Those that are nimble and curious, they tend to find the use cases really quickly, versus allowing somebody who is an abstraction level away from their day-to-day job to try to decide for them,” Smith says.

As firms continue evaluating AI investments, identifying internal employees who can experiment with the technology may become increasingly important. Employees who understand advisers’ daily workflows can offer valuable insight into how technology can improve efficiency and client service.

For Vandre, his years working directly with advisers and clients proved critical to building technology that addressed real-world needs.

“What best prepared me to be in a role where I’m helping imagine solutions and [helping] develop these technologies is the boots-on-the-ground experience,” Vandre says. “Working with the people who are going to be using the technology, both inside our office and out—I’m one of the guys from a financial planning standpoint who uses this technology. I know what all of our other financial planners need.”

Vandre argues that AI implementation should not be viewed solely as a task for tech professionals and software developers. While technical expertise is important, firms can miss opportunities if software developers and technology teams operate independently from advisers and planners.

“If you have someone who’s ambitious [and] they’re flexible, let them try,” Vandre says. “If you’ve already hired a computer person to do this, don’t let them do it in a vacuum. Make them work with your financial planners and incorporate those ideas, because that’s where you’re going to get that practical, functional output.”