Embedding trust

Andrew Gregory boasts an impressive resume. Nearly 12 months ago, he was promoted to chief advice officer at UniSuper, which expanded his responsibilities beyond his previous role as general manager of financial advice and education, as he continues to demonstrate strong advocacy for the growing need for quality advice among Australians.

Prior to joining the super fund, he was the chief executive of Arrow Private Wealth and held critical senior advice roles at MLC Advice when it was still part of NAB, AMP, Hillross Financial Services and more.

As a person who has been heavily involved in the advice industry, Gregory doesn't take his current responsibility lightly, saying that no two days are the same, as advice and the broader mechanics behind it are no simple tasks for one to tackle.

"I guess that's what I love most about the role... One moment I'm discussing strategic priorities with the executive team, and the next I am consulting with advisers," Gregory says.

Gregory is always switched on, constantly monitoring and updating matters even outside of office hours. Although it can be difficult to manage at times, this is a core component of the work he enjoys, as bringing together the advice community and expanding it remains one of his main ambitions.

The mentality perhaps stems from his early entry into the field, as he dove in headfirst into the financial services sector after completing his education, a decision he hasn't looked back on since.

"I've been drawn to the industry through the years because financial decisions have a very profound impact on someone's life, and having now been in advice for 25 years, I can see that when advice is done well, it creates confidence, reduces anxiety, and genuinely improves the long-term outcomes of an individual and their family," Gregory reflects.

"I've always enjoyed and looked to combine technical complexity and the element of human impact. Because I find that bringing those two together is quite compelling.

"And advice has always been a sector where, in a profession where you're combining strategy with psychology, regulation and relationship management, they all come together beautifully in this profession."

Gregory is also cognisant of how his leadership and voice can make an impact outside of work. For 14 years, he championed the work of Youth Insearch Foundation, which supports young people recover from trauma and improve mental health outcomes, as a non-executive director.

The peer-to-peer organisation runs development programs that accredit participants as leaders to go on and inspire and support others on their healing journeys. Gregory described his involvement with the non-profit as something he is proud of, seeing how it transforms once-disenfranchised youth into promising leaders as a demonstration that leadership can be both deeply serious and joyfully human at the same time.

Zooming in on his current capacity, Gregory is working tirelessly to broaden access to affordable advice.

He says embedding trust is "foundational" in this profession to balance member outcomes, commercial sustainability, professional excellence and regulatory responsibility. However, it also calls for deep, technical expertise.

"I've become quite passionate about the role of advice, and now that I'm playing a more influential role in Australia to advocate for the profession of advice, both inside super and outside super, I think there's a real opportunity ahead," he says.

"I think, at the core, my responsibility is to deliver high-quality, trusted, accessible advice experiences for all our members; it's an extension of my previous role.

"My role is unique and one that spans the full advice ecosystem - it includes education and guidance through to comprehensive personal advice, digital advice, governing the Australian Financial Services Licence (AFSL) and partnering with the external adviser market as well.

"It's really a major focus for how we help Australians engage with advice in a way that feels approachable and more relevant to their lives, but also maintaining very strong governance and professional standards, because we own and operate our own AFSL."

The important context, he says, is that the traditional advice model has been so successful but hasn't been accessible. He laments that it wasn't scalable enough for everyone who needs it.

"Our focus has been building a broader advice ecosystem that combines education, guidance, digital experiences and full professional advice, so that members can engage in advice at a level that's appropriate to their needs," Gregory says.

"It's the complete continuum of help, guidance and advice; for some people, that might mean very simple digital support or educational content that they access, which could help make confident decisions around their super or their retirement.

"But for many others, it could also be about more complex circumstances, and that's where our professional advice model becomes incredibly valuable. The industry is moving toward more flexible and layered advice models, and that's a positive evolution."

But a piece of advice he's held throughout his career is not to confuse activity with impact, which he believes can lead many individuals into a dilemma of whether they are moving too fast or too slow in making the change.

"I've found the real challenge is to try to focus your energy on things that drive an outcome," Gregory says.

"And I think that this idea of transformation, and achieving it sustainably, never really comes through a mandate. It does come, though, through inspiration, connection and belonging; those are the elements to bring people with you through those changes."

One of the most valuable lessons he's learned is the importance of the social side of business. Over time, he developed a much deeper appreciation for those human connections and interactions and now makes a conscious effort to foster and embed them in everything he does.

This piece of advice has also shaped him into the leader he is today. Gregory prides himself on providing clear instructions while emphasising empowerment and collaboration with his staff. He adds that good outcomes cannot be achieved through hierarchy, and it's important to create an environment where a sense of belonging and identity exists.

There's also a mantra at UniSuper: to be the home for advice professionals - a focus that remains significant to Gregory.

"I think people do their best when they understand the purpose behind what they're doing," Gregory adds.

Gregory also shares much in common with other executives who are highly disciplined, including a rigorous exercise routine and abundant family bonding time. Being part of a swim squad, Gregory is usually up before sunrise, with training beginning as early as 5am, while he spends the remainder of the morning with his children, taking care of school drop-off duties.

Outside of the office, Gregory enjoys an outgoing and adventurous lifestyle, valuing quality family time. He could be taking in the breeze along Cape Town's coastal landscapes, embarking on a safari tour or skiing down the slopes in Japan.

"And for me, that's incredibly important to get a balance in life, as it settles my mind and creates a space for me before the day starts," he quips. fs