Before we built our current startup, we spent seven years building retail investment platforms that introduced millions of people to investing for the first time.

Sharesies and Lightyear were highly regulated companies that now manage more than £7 billion in assets, and customers would repeatedly ask us: what should I invest in? We were frustrated that we could not help them in any meaningful way.

During periods of extreme volatility, including the Trump tariffs and the pandemic, all we could do was send an email that said, in effect, “don’t panic.” Markets go up, markets go down. That was as far as we could go, because we had no way to give real advice. Platforms of that kind are generally licensed to sell investments, not to tell people which ones to buy; in most major markets, personal recommendations require a separate advice permission, with its own duties and liabilities. We watched customers buy high and sell low, and it was incredibly frustrating because we simply could not help.

Meanwhile, customers were making complex financial decisions about retirement, growing a family, inheritance, or buying their first home. These were not just investment questions, but life-changing moments in which good advice was critical. Yet most people were not getting it. That mismatch is what policymakers and industry groups describe as the “advice gap” — the large group of people who need help with consequential financial decisions but sit below the wealth level at which one-to-one advice is economical for a firm to deliver.

That is why we built Marloo. Not to provide financial advice ourselves, but to make life easier for the people who can — financial advisers. They are often buried in admin and paperwork that keeps them away from what they love: working with customers.

Just 15 months later, Marloo says it is averaging 37% monthly revenue growth since inception, has onboarded more than 900 paying advisory firms across eight countries, and is expanding into the U.S., the world’s largest wealth management market. The company says it is not aware of another business doing this across as many markets. It has raised $13 million, including a $3 million pre-seed round and a $10 million seed round, with the two rounds completed only six months apart.

The company said it started in the hardest, most regulated markets, and that groundwork allowed it to move into eight countries in 15 months. A new market now takes days, not months. The regulatory backdrop is itself in motion: supervisors including the UK’s Financial Conduct Authority have been consulting publicly on how AI should be governed in financial services, and the EU’s AI Act introduces bloc-wide, risk-based rules for the technology.

Marloo’s growth comes at a time when the investment landscape is more complicated than ever. For decades, financial advisers built portfolios by dividing a client’s money across fixed categories such as shares, bonds, property, and alternative investment vehicles. Now, asset classes once off limits to all but the very rich are also available.

Assets that were once institutional-only are now packaged and sold to ordinary investors, and minimum ticket sizes have fallen from millions to thousands. Exposure has broadened, but the labels have not kept up. Millions of people can now buy things that nobody has had to explain to them before.

That shift has changed the profile of advisory clients as well. A parent who is about to start paying school fees needs a different portfolio from an entrepreneur preparing to sell a company, even if both have the same wealth and risk appetite.

Advisers now have to ask more practical questions: Can the client access their money quickly? How does the investment provide income? How might it perform during a crisis? Can it be left untouched for 10 years?

That has real consequences, because personal advice takes more time per client than placing someone into a model portfolio. The best advisers are already full, and serving a broader range of clients with more personalised advice requires more time — when time was already at a premium. Industry studies in recent years have pointed to an ageing adviser workforce in markets such as the U.S., with retirements running ahead of the number of new advisers entering the profession.

It has often been said that AI will not take human jobs so much as change them, and that the people who learn to use it will be the ones who succeed as it improves. At least in financial advice, Marloo argues that is true.

An adviser cannot easily determine which of 200 clients will be most affected by an interest rate move, because relative exposure is not sitting in a labelled box. The adviser has to go client by client. AI can narrow that list to a handful and let the adviser decide what to do for each case and own that call.

AI can also help advisers model these individual circumstances without spending hours rebuilding every portfolio manually. Human judgment, however, will always be needed to understand which goals matter and what compromises a client can accept.

Marloo says that as investment categories converge, portfolios need to become more personal, not more complicated. The industry, it argues, must stop fitting people into rigid allocations and start fitting clients’ money around the lives they want to lead.

“We started this company because we couldn’t help the people asking us for advice,” the founders said. “Now, by giving advisers back their time, we believe we’re part of a generational shift, one where personal, human advice finally reaches far more people than it ever has.”

The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.

This story was originally featured on Fortune.com