HFL's Head of Strategic Technology and Innovation, Max Hamon, was recently appointed to IoD Guernsey's Next Gen Committee. We sat down with him to talk about the role.

Q: Congratulations on the appointment to the NextGen Committee, Max. Could you give us a quick overview of what the role will entail?

Thank you! The NextGen is a spin-off of the more well-known Institute of Directors (IoD) main committee in Guernsey. The IoD’s overarching vision is to develop, support, and represent skilled, knowledgeable, and responsible leaders for the benefit of both the economy and society at large. The NextGen committee plays a crucial role in this by helping aspiring professionals develop into leadership and director roles.

Like the main IoD committee, NextGen has three key strands: Connect (building relationships among members), Develop (enhancing skills and knowledge), and Influence (representing members' interests). My primary focus will be in the Develop area, helping our members navigate the rapidly evolving technological landscape and ensuring they are equipped to lead in a digital-first world.

Q: Having worked in finance for more than 10 years, you must have seen significant evolutions. What do you think have been the biggest changes?

Two key forces have shaped the financial industry over the last decade: regulation and technology.

From a regulatory perspective, major initiatives like FATCA, CRS, GDPR, and a host of other evolving compliance frameworks have transformed how financial institutions operate. It’s hard to remember what life was like before tax reporting and data protection became such a central part of our day-to-day operations!

Interestingly, on the technology side, it feels like we are probably on the cusp of an unprecedented shift. Over the last decade, technology has (broadly speaking) been used more reactively to keep up with regulatory changes, streamlining reporting and data management. Looking ahead, the next five years may flip that dynamic, with technology becoming the primary driver of change, prompting new regulatory frameworks in response.

Q: The link between data and technology might not seem obvious in your role at HFL. Could you explain why it plays such an important role?

Broadly speaking, my role is to ensure that our data and technology solutions are structured in a way that positions HFL for strategic success. That means delivering the best possible service for our clients and providing our exceptional team with the best tools to enable them to work the way they want to.

Data and technology are the backbone of modern financial services, and it’s incredibly important to ensure they complement each other. Whether it’s integrating systems, leveraging automation, or finding data-driven insights, these elements are crucial in maintaining a competitive edge and delivering exceptional client and team experiences.

Q: In your first article for the IoD, you focused on AI and LLM. How do you see this type of technology benefiting HFL and its clients?

There are countless fantastic use cases for AI and large language models (LLMs) at HFL, both internally and for our clients. We have more opportunities lined up than I could list, and I’m excited about all of them!

Broadly speaking, AI will enhance efficiency, improve data analysis, and enable smarter decision-making. These models can assist with everything from automating routine processes to identifying patterns in complex datasets, helping our team focus on higher-value work. Ultimately, the goal is to use AI to augment human expertise rather than replace it, ensuring we provide even greater value to our clients.

Q: Broadly speaking, are there risks that businesses need to consider when utilizing AI and LLM? If so, how can these be best mitigated?

There are absolutely risks, yes, and we take this very seriously at HFL. One risk I find perhaps most interesting is the risk of overreliance. These models are incredibly powerful, but the interesting part that we should all remember is that they are also designed to align with user expectations - meaning they can sometimes reinforce biases or present outputs that “sound right” even when they aren’t. If businesses aren’t careful, they might end up taking AI-generated insights at face value without proper scrutiny.

The key to mitigating this risk is developing the skills needed to critically assess AI outputs. We need to train ourselves to challenge results, cross-check against trusted sources, and continuously refine how we use these tools. In our view, AI should act as a helper and definitely not an unquestioned authority.

Q: 2025 looks like being a busy year for you personally. What are you most looking forward to from a professional point of view?

There’s so much happening! One of the biggest milestones will be completing a major piece of work to fully integrate all our core systems through a centralized platform. This will be a game-changer in terms of efficiency and data cohesion.

Beyond that, I’m excited to continue expanding our integrations and automations and augmenting our team with AI tools. The more we can streamline processes, the more time our team has to focus on the work they are passionate about and the activities that truly add value for our clients. It’s an exciting time to be working at the intersection of finance, technology, and innovation.