Tony Robinson
Founder & Director

I didn’t leave employment to retire early or take fewer calls.

I left because I wanted to build something I could genuinely be proud of. After more than thirty years advising some of the most successful individuals and families in the country, I knew exactly what great advice looked like — and I knew that delivering it properly required complete independence.

Alderley is the result of that decision.

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Modern office waiting area with leather chairs, a small black table with a potted plant and a gold bowl, a wood-paneled wall with a large screen displaying market trends, and a blurred man in a business suit walking past.

“Thirty years is a long time. Long enough to have advised clients through multiple market cycles, recessions, a financial crisis, a pandemic and everything in between. Long enough to have sat with business owners on the day they sold their company, and still be working with their children fifteen years later.”

What that experience teaches you is that wealth management is rarely about finding the cleverest product. It’s about understanding what someone is actually trying to achieve — for themselves, for their business, for their family — and building a plan robust enough to get them there.

That’s what I do.

  • The financial advice landscape is consolidating rapidly. For many clients, the adviser they trusted has been absorbed into a larger group — with new ownership, new priorities and, often, a new face across the table. While employed, we were always operating within someone else’s framework — their approved lists, their commercial priorities, their way of doing things. 

    Independence changes everything. At Alderley, the only question we have to answer is what is right for my client. Whole-of-market means exactly that. No preferred providers, no soft commissions, no conflicts of interest quietly managed in the background.

    Every client we have ever worked with deserved better. That’s why independence matters.

  • We work with entrepreneurs and business owners at every stage of their financial life — from planning around a business exit to managing the wealth that follows it. We help families think clearly about investment, about tax, about what they want to leave behind and how.

    Not all significant wealth comes from a business. Some clients come to me following a long career, an inheritance, or a major life event. The common thread is complexity — and the need for someone who takes the time to understand the full picture.

    The work spans investment management, financial planning and intergenerational wealth. In practice those three things are rarely separate. A business sale creates an investment question which creates a planning question which creates an estate question. We’re most useful to clients when we can see all of it.

  • One of the most powerful things we do with clients is show them their financial future in plain terms. Through detailed cashflow modelling, we map out what your wealth looks like over time — under different scenarios, different decisions, different markets. It answers the questions people rarely ask out loud: Do I have enough? Can I afford to do this? What happens if I don’t?

    Sometimes the answer surprises people. Occasionally it turns out that the most important conversation isn’t about growing wealth further — it’s about how and when to start passing it on.

  • We work with a focused number of clients and I work with them closely. Every client relationship is led by us directly — supported by people I trust — so the quality of attention never gets diluted as we grow.

    We ask a lot of questions before we say very much. The first conversation is always about understanding, not impressing. If at the end of it we both feel there’s a fit, we’ll talk about what working together looks like. The right relationship is worth taking time over.