In the depths of a global pandemic, while the world stood still, Andrew Oliver quietly launched a mission to change the financial advice industry from the inside out. What began as a values-led rebellion against the status quo has evolved into a cross-border firm that’s not only thriving—but transforming how advisers deliver advice, build trust, and lead with integrity.
From Day One, A Different Kind of Firm
When Andrew Oliver founded Private Client Consultancy (PCC) in April 2020, he wasn’t just building a company—he was challenging an entire business model.
“The then crop of international firms (in 2020) were focused almost solely on pension transfers—quick, easy, and profitable for the adviser,” Andy recalls. “These clients were often contacted through pure cold calling. On day one, we made a bold choice: no more cold calling, and to broaden our focus away from just moving one pot of money to a different wrapper, often for very little benefit.”
Instead, Andy envisioned a firm where advisers would help clients create and protect wealth through long-term, holistic planning. That pivot meant a significant culture shift.
“It meant the educative process for advisers became a big focus. Our technical prowess is now super strong. I changed the focus away from purely sales skills to a balance between communication and technical knowledge.”
That single decision reshaped the company’s DNA—and the impact was fast and far-reaching.
Engineering Client-First Innovation
To support this transformation, Andy’s very first hire wasn’t another adviser—but a software developer.
“I brought in Richard, a super-talented developer, and tasked him with building systems to make advisers more effective and demonstrate to clients they could have a better plan.”
One standout tool they built allowed advisers to input fee structures from every international product on the market. At the press of a button, it would determine whether a change would genuinely save the client money.
“At the last count, we’d saved clients over €6 million in forward fees. That kind of transparency built trust—and it helped our AUM grow quickly. It put the business in a really healthy financial position.”
The ripple effects didn’t stop there. Word spread.
- Other firms started knocking, asking if they could join PCC’s network.
- A major competitor offered to buy the software outright—for a substantial sum.
“It was tempting at the time,” Andy admits. “But I just didn’t like their practices or how they treated clients. I didn’t want our systems used the wrong way, so I turned it down.”
That decision speaks volumes—not just about Andy’s leadership, but about what PCC stands for.
Building PCC with the Right Ingredients
Much of Andy’s business philosophy is drawn from Jim Collins’ Good to Great—particularly the mantra “First who, then what.” He focused first on getting the right people on the bus before deciding where it would go.
“We started life with eight very capable people—some in brand-new roles. I decided being big for the sake of it wasn’t beautiful. I wanted people who were self-driven, ambitious, and proud of the company. Above all, I wanted people with the mindset and work ethic to deliver the mission.”
Now, with over 50 staff and counting, PCC only hires individuals who bring real value—and Andy personally interviews every single one of them.
Values as a Competitive Advantage
What sets Andy apart is his refusal to compromise on core values—trust, competence, and credibility—no matter how fast the business grows or how much the industry evolves.
“Integrity means doing the right thing even when no one is watching. Don’t hog the credit—if it was someone else’s idea, say so. Always ask what we can be the best at, and then ask how we can get even better.”
Every key decision is tested against these principles. And it’s working—client reviews, internal QA, and word-of-mouth referrals all speak to a business that walks its talk.
That culture doesn’t just look good on paper—it’s felt by the people living it every day. As one team member shares:
“Since joining PCC under Andy’s leadership, it’s been such a refreshing experience. The culture here is genuinely client-first, with a big focus on doing the right thing and investing in people. Andy’s passion for the industry is second to none—he’s honestly the most knowledgeable person I’ve met in financial services, and he’s always willing to go above and beyond for the team (he’s even given me a lift home when I was stuck!).”
“What really stands out is how much time and effort is put into developing talent. The training, support, and attention you get here are next level, and the whole team is always happy to help you grow. If anyone’s thinking about starting a career in financial services, I’d definitely say PCC is the place to be.”
It’s a rare kind of company culture—one that starts at the top and runs deep.
Leading with Grit, Belief, and Purpose
Launching a business during COVID wasn’t just risky—it was mentally and emotionally gruelling.
“There were a million doubts running through my head every day. Could I recruit well enough? Would the message resonate? Could advisers unlearn product-selling and re-learn holistic advice? How long would the cash I put in actually last?”
But Andy leaned on lessons learned in the military.
“I’ve been through tough conditions before. You survive. I’d give my head a shake, and come up with a Plan B. That mindset carried me through.”
One of the toughest moments came two years in, during a market downturn. With both new business and recurring revenue impacted, Andy had two options: downsize—or double down.
“Financially, downsizing made a lot of sense. But I chose to invest more of my own money and fund a recruitment drive. It worked incredibly well. We now have more advisers and clients to weather any storm. The burden is spread. We’re stronger.”
A Platform Beyond PCC
Andy’s influence doesn’t stop at his own firm. He sits on the board of a Swiss Asset Management company and previously created and chaired the UK Annuity and Retirement Forum, a group designed to challenge pension providers and push for easier, client-friendly retirement processes.
“We worked to put pressure on insurance companies and get feedback into the right hands. It was about making things simpler and more transparent for people nearing retirement.”
These roles demonstrate his broader commitment to systemic change—not just business growth.
Human-First Advice in a Tech-Driven World
Andy sees the future of wealth management as a blend of human wisdom and smart technology—not one replacing the other.
“AI won’t replace advisers. But advisers who use AI well will replace those who don’t. Robo-advice won’t ever replace the human touch—but it’s a great sense-checking tool.”
At PCC, they’ve embraced innovation without sacrificing empathy. Every piece of advice is double-checked. Client education is a priority. And internal training is focused not on jargon, but on communication.
“The industry is full of alien terms—ISAs, PCLS, ETFs, SICAVs. We train our advisers to speak in plain English. Clients want clarity, not codes.”
Simplifying the Complex and Adding Real Value
Working cross-border presents constant challenges—inheritance laws, tax codes, legal systems. What works in one country may be a disaster in another.
“You have to understand civil law and common law. They’re both fine in isolation—but like water and electricity, they don’t mix well. That’s where we really add value. We spot these issues early and plan around them.”
It’s this kind of technical mastery, combined with empathy, that gives PCC its edge.
Choosing One Thing to Be the Best At
Andy’s advice to emerging leaders?
- Master the basics. Prospecting. Full diaries. Follow the process.
- Do everything. Especially the unglamorous bits. That’s where growth happens.
- Pick one thing you want to be the best in the world at—and commit. For PCC, it’s cross-border, client-first advice. Nothing else.
A Quiet Legacy of Leadership
Today, PCC is thriving—built not on flash or hype, but on grit, ethics, and belief. It’s a model that’s attracting attention and inspiring change.
“I want to leave something that sets a benchmark for others to follow. And something my kids can look at and say, ‘Well, if Dad could do it, so can I.’ That’s legacy.”
In a world of noise, Andrew Oliver leads with principle. Quietly. Powerfully. Iconically.
