12th January 2026
When advisers tell me they feel hesitant about raising philanthropy with clients, I understand it completely. I’ve felt that hesitation myself.
The biggest barrier I see isn’t a lack of interest from clients – it’s confidence. Advisers worry about saying the wrong thing, about intruding on personal territory and that hesitation can make these conversations feel awkward at first.
Earlier in my career, I would have found these discussions tricky. Over time, as philanthropy became a more normal part of my work, that feeling changed. Those conversations have become completely normal for me through experience, exposure, and seeing the positive impact they could have on relationships.
Building trust one conversation at a time
One of the most important lessons I’ve learned is that clients remember how you make them feel. It’s not just about the returns you deliver. It’s about the confidence you give them and the trust you build over time.
Conversations about giving often deepen that trust. When conversations move towards what matters to people and the legacy they want to leave, the relationship often strengthens.
Normalising philanthropy in the workplace
Confidence doesn’t come from technical expertise alone. It comes from exposure, from hearing how others approach these conversations, and from seeing that you don’t need to have all the answers. Leaders play a crucial role here – by normalising philanthropy internally, sharing experiences and letting advisers learn from one another.
Becoming a charity trustee
For me personally, becoming involved in charities as a trustee made a significant difference. It made philanthropy part of my professional and personal life, rather than something separate. My trusteeship at Pennies has also shaped how I think about modern philanthropy. Pennies is a UK tech charity that uses everyday transactions to make giving simple and accessible, and being involved has reinforced for me that philanthropy doesn’t need to be complex or exclusive to be effective. Seeing how small, collective acts of giving can add up over time has given me practical examples I can draw on in conversations, and has made it easier to talk about philanthropy in a tangible way. My work at Prism has exposed me to incredible ideas and innovative ways of giving and making a difference.
These roles gave me experience of governance, impact and challenge, and that experience naturally fed into client conversations. I wasn’t talking in theory anymore; I was talking from my own understanding and experiences. What reassures many advisers is realising that these conversations don’t have to lead anywhere immediately. This is about building relationships that last. It’s about finding more ways to connect with clients around the things that genuinely matter to them – and to you.
Creating philanthropic opportunities for your teams
Our team is currently supporting Great Ormond Street Hospital (GOSH), an institution providing world-class care to thousands of children facing serious health challenges every year. Being an active group, the team has focused on raising money through various sporting activities. From running marathons to hosting our ‘Miles for Smiles’ virtual race, partnering with other firms and competing in health-based challenges, we’ve found a fun and high-energy way to give back. This has given our team a shared experience of philanthropy, making it real and practical.
Now, when I look back, philanthropy has become one of the most rewarding parts of my work. Helping someone take an idea they care about and turn it into something real, something that reflects their values, is a privilege.
Confidence grows quietly, one conversation at a time.
Penny Lovell is Head of Private Banking (UK) at Edmond de Rothschild. She has spent over 25 years advising High Net Worth families across Coutts, Fleming Family & Partners, Close Brothers, Sanlam Private Wealth, and Citi Private Bank.
She’s also a long-standing trustee of Prism the Gift Fund, a recognised voice on the role of philanthropy in wealth management, and champion of the need for advisers to make giving conversations a core part of client relationships.
