As financial services grow more complex, the ability to communicate clearly is no longer a “nice to have”: it’s a competitive advantage.
For Ian Henderson, founder and chair of AML, that belief has defined both his agency and its approach to marketing in regulated industries.
Speaking to Financial Promoter, Henderson shares why simplicity is gaining value, how emotional storytelling is reshaping finance, and what’s next for brands navigating an increasingly fragmented landscape.
Simple ideas for a complicated world
AML was built around a simple idea: making the complicated understandable.
“We describe what we do as simple ideas for a complicated world,” Henderson says “And the truth is, the world has only become more complicated since we started.”
From asset managers and banks to governments and charities, AML works with organisations operating in complex, regulated environments, helping them connect with audiences through clarity and insight.
That approach has taken the agency global, delivering campaigns across Europe, North America, the UK and APAC, often supporting brands expanding into new markets.
“There’s a huge amount of cultural nuance involved in taking a campaign from the US into Europe, or vice versa. That’s become a real area of expertise for us.”
From niche to mainstream
One of AML’s most significant projects has been its work with Vanguard, helping shift the brand from a largely adviser-focused presence to a more visible player in the retail investment space.
“Five years ago, Vanguard was well respected but not widely known among everyday investors in the UK and Europe,” Henderson explains.
Today, that landscape looks very different, and he believes the impact extends beyond a single brand.
“You only have to look at the market now. Asset managers are advertising on TV, competing directly for retail customers. That simply wasn’t the case before.”
The result, he argues, is a more competitive, and ultimately more accessible investment environment.
“It’s driving down costs, increasing awareness, and giving more people access to investing. That’s a genuinely positive shift.”
Why emotion matters more than ever
Despite the technical nature of financial products, Henderson believes the real challenge in marketing them lies elsewhere.
“It’s not just about simplifying the message, it’s about making people feel something,” he says.
In a category often dominated by rational arguments, emotional engagement is what drives behaviour.
“People don’t act purely on logic. They act on how something makes them feel, whether that’s security, confidence, or the ability to provide for their family.”
For financial brands, that means moving beyond features and benefits, and towards more human, relatable storytelling.
Good creativity is good business
Henderson is clear that creativity is not at odds with commercial performance, in fact, the opposite is true.
“There’s a clear correlation between good creative work and good results,” he says. “And the interesting thing is, good creative costs exactly the same as bad creative. So why wouldn’t you aim higher?”
That mindset has underpinned AML’s work across both mass-market campaigns and highly targeted audiences, including ultra-high-net-worth clients where competition for attention is intense.
A more engaged but not always informed audience
Looking at the broader market, Henderson identifies a major shift in consumer behaviour: increasing engagement with financial topics.
“There’s been a real democratisation of finance. People are more aware, more interested, and more willing to engage than ever before.”
However, that growing confidence is not always matched by understanding.
Through AML’s proprietary “Investor Index” research, Henderson points to rising influence from social media, crypto trends, and more recently, AI tools.
“A significant proportion of people are now using tools like ChatGPT for financial information. That’s not necessarily a bad thing, but it does raise questions about how that information is being interpreted and applied.”
For brands, this creates both risk and opportunity, requiring a stronger presence across emerging channels and platforms.
The rise of specialist, high-knowledge agencies
At an industry level, Henderson sees a structural shift underway in how marketing services are delivered.
“There’s a move away from large, generalist agencies towards more specialist, agile, high-knowledge firms,” he says.
As financial services become more complex and audiences more fragmented, he believes expertise and adaptability will become increasingly valuable.
“Being insight-driven, AI-enabled, but not dependent, and deeply specialised is where the industry is heading.”
The next challenge: talent and the AI gap
One emerging concern is the growing impact of automation on entry-level roles across both agencies and financial institutions.
“There’s a real question around where the next generation of marketers will come from,” Henderson notes. “If entry-level roles are increasingly being automated, fewer people are coming into the industry and gaining that foundational experience.”
Traditionally, these early roles have played a critical part in developing future leaders, providing hands-on exposure to campaigns, clients and the mechanics of marketing. Without that pipeline, there is a risk of creating a longer-term talent gap at mid and senior levels.
It’s a challenge that is only just beginning to surface, but one that could have significant implications for how firms attract, train and retain talent in the years ahead.
Looking ahead
Despite the pace of change, Henderson remains optimistic about the future of financial services marketing.
“As the world becomes more complex, the value of simple ideas continues to rise,” he says.
For him, that creates both opportunity and responsibility, not just to communicate effectively, but to genuinely improve understanding and outcomes for audiences.
“We’re entering a period of rapid change, but it’s exciting, and it’s positive. There’s a real chance to make a meaningful difference to people’s lives through better communication.”