Intelliflo sits in a position few advice technology firms ever reach. It is not simply a leading advicetech platform; it effectively defines the operational norm for UK financial advice. That status brings scale, scrutiny, and a structural challenge that most competitors never face.

When you serve such a large proportion of the market, expectations rise. Delivery delays are more visible. Incremental improvements are less celebrated. Average satisfaction scores become harder to beat because, in many respects, you are the average.

Against that backdrop, 2025 matters. Not because every initiative landed exactly on its original timetable, but because delivery momentum, organisational focus, and execution discipline all shifted in a noticeable way. This article looks at what Intelliflo actually delivered, how consistently it delivered, and what that tells us about the company’s direction under new ownership.

Last June, at their Innovate 2025 conference Intelliflo announced an impressive array of new features and updates at their conference. In the meantime, the question of their ownership has been resolved, with the Private Equity giant Carlyle, becoming their predominant shareholder while the management also, importantly, have skin in the game. The deal completed in December

The business has also slimmed down. The US arm, which consumed vast resources in recent years is now owned and operated, by Carlyle, separately as Red Black Software. Intelliflo is very much a British business first, but with a growing Australian presence providing the opportunity to split research and development costs across more than just the UK customers.

It’s important to recognise the similarities between the UK and Australian financial advice markets, they are two of the most regulated personal financial markets in the world with very similar structure. Iress also operate in both jurisdictions and the recent strategic alignment between the Charted Institute of Securities and Investment in the UK and the Financial Services Institute of Australasia, so that from 24^th November all FINSA members joined CISI is a the further demonstration indications of convergence and potential harmonisation between the two markets. Both the FCA and ASIC were founder members of GFIN, the global financial regulates network and clearly share thinking or regularly.

Just as Intelliflo are completing their process, Iress are going into their own, but that is a separate story for another day.  It’s reasonable to assume Australia will not be the distraction to the UK that the US business was.

Also, while that period as part of Invesco did bring industrial strengths procedures and disciplines, in hindsight being part of a rightly cautious financial institution might not have been the best environment to stimulate the dynamism needed to be an innovative Fintech business. In addition, the new ownership has led to a slimming down and reduction in internal administration overheads. When you are part of the global financial institution, you need a lot of people to deal with the internal infrastructure issues, when you get back to focusing as a dynamic fintech business, these people aren’t needed, this frees up more room for growth.

Is Intelliflo moving in the right direction?

In my experience, there is certainly a renewed energy across the business. Things are getting done, people respond faster, the evidence is reflected in the table below.

What has Intelliflo’s delivery been in H2/25?

Our verdict on intelliflo’s 2025 delivery?

Taken as a whole, the delivery record suggests a material improvement in execution discipline compared to recent years. While not every commitment landed exactly on its original timetable, the overall pattern is one of forward motion rather than drift. Importantly, most slippage appears to be measured and communicated, not silent or opaque.

The scale issue should not be underestimated. With such a large installed base, Intelliflo effectively defines the market average. That makes outperformance structurally harder than for smaller challengers, whose customer samples are more selective. Against that backdrop, consistent delivery across multiple product lines is itself evidence of regained operational control.

The next test is sustainability. Improved momentum must translate into visible adviser outcomes and continued confidence through 2026. If delivery pace holds and user trust continues to rebuild, Intelliflo is well positioned not just to remain the market leader, but to justify that position on execution rather than history.

AdviserSoftware.com is currently in the middle of what it’s on it’s on target to be the largest ever comprehensive advice tech survey in the UK. While it’s early days current feedback scores for Intelliflo suggest they are scoring 2nd out of 9 for the heighest adviser satisfaction an average satisfaction of x out of 10. This is a significant achievement given their market share as nearly two thirds of the respondents to data re Intelliflo customers. When you are that much of a set of results you tend to define the average and staying ahead of it is a significant achievement

So far the study includes responses from 167 firms, representing 3,786 advisers with  Total Assets Under Advice (AUA) / Influence (AUI)  of around 179.1 billion, indeed this is a conservative number as not all forms have disclosed their adviser numbers or AUA. Clearly this is already a very statistically significant sample of the market

Being the biggest player in any market is always a challenge. You attract that much more attention, and your critics get listened to more. Microsoft, Apple, and Google all suffer from the same problem. There’s no doubt that during the Invesco years the US operation distracted senior management and delayed development, so it is good to see that separated. The US is a great market, but it is complex and demanding and it is good to see that distraction removed.

My experience of the typical Intelliflo users is they have built up a lot of long-term loyalty, recognise the system has been a market leader for a long time but are frustrated by the time it’s taken to deliver new services in recent years. Moving systems is a major task and it’s something people don’t really want to do if they can avoid it so they are looking for reassurance that things are going to change.

While it’s too soon to say the problems are fixed, I think things are getting a lot better.

The ownership issue is resolved and that’s a big step, in conversations across Intelliflo I find the team reinvigorated. Theoretically the Invesco ownership made a lot of sense but in practice the naturally conservative attitudes of a massive investment management firm was a difficult environment for a firm that needs to innovate and move quickly.

2026 is going to be a huge year for advicetech generally but for no company more than Intelliflo. Now we can see what they are going to do. The jury is out, it is looking good, but it will probably be another year before we can see the real impact of the changes that have started in 2025

Executive summary (for email and LinkedIn)

Intelliflo entered 2025 carrying unresolved ownership questions, customer frustration over delivery speed, and the operational drag of a complex US business. By year end, much of that uncertainty had been removed.

Based on announced commitments and delivery evidence, execution improved materially during the second half of the year. While not every feature met its original launch date, progress was consistent, visible, and communicated. That alone marks a change from recent years.

As the dominant platform in the UK market, Intelliflo defines the benchmark against which others are measured. That makes sustained above-average performance structurally difficult. Viewed through that lens, 2025 shows early signs of regained momentum rather than transformation completed.

The real test comes in 2026. If delivery pace holds and adviser confidence continues to rebuild, Intelliflo will be in a position to justify its market leadership on execution, not legacy.

What this means for advisers and partners

For existing Intelliflo users, the key signal is not any single feature launch but the pattern of delivery. The second half of 2025 shows clearer prioritisation, improved follow‑through, and fewer silent delays. That changes the risk balance for firms that have remained on the platform while waiting for evidence that execution was improving.

For prospective new customers, Intelliflo remains a deep and complex platform. Improved delivery reduces historic concerns around roadmap drift, but onboarding effort and internal change management still matter. This is a platform decision, not a quick tactical switch.

Overall, 2025 should be seen as a reset year. Momentum appears to have returned, but the real proof will come in 2026 as advisers judge whether improved delivery translates into time saved, processes simplified, and confidence restored.