Andy Robbins

“Understanding people is the foundation of every employee benefits package that actually works.”

I studied psychology and business management at university and it turned out to be the most useful combination I could have chosen for a career in employee benefits. Understanding what motivates people, what makes them feel valued, and what keeps them engaged isn’t just a soft skill in this work; it’s the whole job. My introduction to the industry came during my studies, when I took on temporary work at Clerical Medical, gaining early hands-on exposure to pensions, investments, and savings.

I built my career through a graduate programme in financial services, going on to hold roles at Hargreaves Lansdown and Succession Group before establishing and leading a corporate benefits division within a general insurance brokerage. Early on, I also volunteered to support the Financial Services Authority (FSA) – now the Financial Conduct Authority (FCA) – during the formative years of its pioneering financial education initiatives. It gave me a strong sense of why getting this stuff right really matters for people’s lives.

Today at Mattioli Woods, I advise a diverse portfolio of corporate clients on all aspects of employee benefits – workplace pension governance, group risk, healthcare, and wellbeing strategies. What I care most about is helping organisations improve employee engagement through genuinely effective communication and the smart use of benefits technology. A well-designed benefits package that nobody understands is a wasted investment. I build bespoke solutions that help businesses recruit, retain, and motivate the people they need to achieve their goals.

My grounding in psychology shows up most clearly in the relationships I build with clients. Some of those partnerships have spanned more than 15 years, built entirely on trust and a genuine understanding of what each organisation needs. One of the moments I’m proudest of is having supported a business from its earliest days right through to becoming a multinational organisation employing hundreds of people across multiple territories. When you understand the people behind a business, you can grow with them.

Outside of work, I coach my son’s football team and hold a season ticket at Bristol Rovers, where you’ll find us on match days alongside my dad – three generations on the terraces. I also run, get to the gym when I can, and enjoy the occasional round of golf. Coaching a group of 12-year-olds, it turns out, isn’t all that different from advising a boardroom: you have to meet people where they are, communicate clearly, and make sure everyone understands why what they’re doing matters.