Opening address to PensTech and Admin Summit 2026

Good morning everyone, and welcome to the PensTech & Admin Summit 2026.  

The pensions industry is entering one of the most significant periods of change in its history. 

Everywhere we look, technology is reshaping how pensions are administered, governed and delivered. 

Artificial intelligence has moved from theory to reality. 

Automation is transforming processes that once required countless hours of human effort. 

Data is becoming more powerful, more accessible and, in many cases, more valuable. 

Members increasingly expect the same seamless digital experience from their pension provider that they receive from their bank, retailer or streaming platform. 

The pace of change is remarkable. 

And it is accelerating. 

The focus of today's conference reflects exactly that reality. 

As we'll hear throughout the day, pensions operations are no longer sitting quietly in the background of our industry. They're increasingly at the centre of it. 

From dashboard readiness and automation to cyber resilience, data quality and frictionless transfers, the topics on today's agenda are not just operational challenges. They are fundamental to how we deliver better outcomes for savers. 

The purpose of this event is to challenge assumptions, share practical solutions and explore how innovation can help create a more efficient, more connected and more future-ready pensions system. 

But amid all this innovation, I believe there is a question we should be asking ourselves today. 

Not just what technology can do. 

But what capability we need to make the most of it. 

Because while technology is changing pensions, expertise remains the force that determines whether that change delivers better outcomes. 

Technology can process information. 

Technology can identify patterns. 

Technology can automate tasks. 

But technology cannot replace professional judgement, accountability and experience. 

In fact, I would argue something slightly provocative. 

As technology becomes more sophisticated, the need for professional expertise becomes greater, not less. 

That may sound counterintuitive. 

After all, much of the conversation around emerging technologies focuses on efficiency, simplification and automation. 

Yet the reality is that innovation often creates new risks, new questions and new responsibilities. 

Who challenges an output that appears wrong? 

Who recognises when a dataset is incomplete? 

Who understands the wider consequences of a decision generated through an automated process? 

Who takes responsibility when members' outcomes are affected? 

The answer is not technology. 

The answer is people. 

Skilled people. 

Qualified people. 

Professionally accountable people. 

And that is why events like this matter. 

At the PMI, our purpose has remained remarkably consistent for more than half a century. 

We exist to support professional excellence. To raise standards. To develop expertise. And to help ensure the pensions profession has the knowledge, skills and judgement required to serve members effectively.  

The tools may change. 

The operating models may change. 

The regulations may change. 

But the need for professional capability never disappears. 

In many ways, it becomes even more important. 

Because complexity is becoming the defining feature of modern pensions. 

And complexity demands expertise. 

One of the biggest mistakes an industry can make during periods of technological change is to assume that investment in technology alone is sufficient. 

It is not. 

The organisations that succeed over the next decade will not necessarily be those that spend the most on technology. 

They will be those that successfully combine technology with highly capable people. 

Those that recognise innovation and expertise are not competing priorities. 

They are complementary ones. 

Technology investment without people investment creates risk. 

People investment without technology investment creates limitation. 

The future requires both. 

That means asking some challenging questions. 

Do our teams have the skills needed for the next decade? 

Do our governance structures adequately reflect emerging technologies? 

Do we have sufficient expertise to challenge automated outputs? 

Are we developing the next generation of pensions professionals quickly enough? 

And perhaps most importantly: 

Are we investing in capability with the same enthusiasm that we're investing in technology? 

Because if the answer to that last question is no, we may be creating a gap that becomes increasingly difficult to close. 

At PMI, we're actively considering what future professional excellence looks like. 

How should emerging technologies influence education and qualifications? 

What new knowledge will professionals need? 

What role should workplace learning play alongside formal qualifications? 

How do we ensure the profession remains resilient, relevant and future-ready? 

These are questions we are exploring together with our members, employers and the wider industry. 

And I suspect many of the conversations taking place in this room today will help shape those answers. 

The encouraging thing is that pensions has never lacked talented people. 

What we have seen repeatedly throughout this industry's history is an ability to adapt. 

To learn. 

To evolve. 

And to respond to change. 

Today's challenge is simply the next chapter in that story. 

But it is an important chapter. 

Because the decisions we make now about technology, skills and professional development will influence outcomes for millions of savers in the years ahead. 

So my challenge to everyone here today is a simple one. 

As you listen to the speakers, visit exhibitors and take part in discussions, don't just think about the technology your organisation needs. 

Think about the capability your organisation needs. 

Think about the skills your teams will require five years from now. 

Think about how you can contribute to building a profession that is confident, trusted and prepared for the future. 

Because innovation succeeds when it is supported by expertise. 

And transformation succeeds when people are equipped to lead it. 

As the PMI, we want to be your essential partner in that journey. 

Supporting you to develop the skills, knowledge and professional standards needed not only for today's pensions landscape, but for whatever comes next. 

Because the future of pensions will not be decided by technology alone. It will be decided by the people who know how to use that technology wisely, responsibly and effectively. 

And if we continue to invest in those people, I am confident that our profession will be ready for whatever comes next. 

Thank you. 

Enjoy the conference.