FM Insights: Embracing change with Helen Wathall MBE

👇Read the full interview below — or watch the 2.5 min video highlights

Q: Your firm has a long history, dating back over 160 years. What do you see as the most transformative shift in the profession during that time?

HW: The onset of digital has been the biggest impact. The core of what we do – caring for the deceased and supporting families – hasn’t changed since we started as cabinet makers. However, people’s awareness of their options has exploded due to the internet and social media. Ironically, funerals themselves can be slower to arrange now due to increased personalisation, but the pace of communication and information gathering is much faster.

Q: Is there a piece of advice from your predecessors that you still rely on today?

HW: Yes, “always give your decisions, not your reasons”. I’m not always great at sticking to it, but the underlying principle is sound. More importantly, we always keep the family at the core of every decision. It’s not our funeral; it’s theirs. If we start imposing our own preferences, families have the means to easily go elsewhere today.

Q: You’re known for driving growth and innovation. Can you share an example of a change you implemented that didn’t go to plan?

HW: I can’t think of one specific example that failed completely, but I’ve learned never to be afraid to try something new. I pick up ideas from other funeral directors, the press and even outside industries. I’m often the one pushing for change within the firm because I believe we need to move with the times to stay ahead. Even something like adopting wireless headphones five years ago was a small step in embracing new technology.

Q: How do you secure buy-in from your team for new ways of working, especially in a long-standing business?

HW: Clear communication from the very beginning is crucial. When we’re designing a new process or form, I get everyone’s input right at the start. We build the change around their ideas. Then, when we launch it, we have a group session where everyone can ask questions. Without that early involvement and buy-in, you’ll just hit a brick wall. I always encourage staff to suggest anything that makes things simpler, easier or better for families. Their on-the-ground perspective is invaluable.

Q: How can independent funeral directors shift their mindset on direct cremation from threat to opportunity?

HW: If a family asks for it, my answer is always “yes”. If I say “no”, they’ve left before I can even speak to them. It’s about having an open conversation to understand what they truly want. Sometimes they’ve been influenced by marketing and don’t fully grasp what a direct cremation entails – no attendees, often no specific time or date. By being open and explaining the details, we can ensure they make an informed choice. Ultimately, if that is what they want, we facilitate it, keeping the family at the forefront of the decision.

Q: It seems the role of a funeral director is expanding to include more advice and counsel. What new skills are needed to grow in this era?

HW: The list is endless because we learn from every family. Funerals used to be very standardised, but now I love the ability to personalise each service. We’ve become more like event planners. We’re also speaking to people earlier through prepaid plans and offering extensive post-funeral bereavement support with trained counsellors. The key qualities are having an open mind and embracing the fact that no two days – or funerals – are the same.

Q: What is your vision for a thriving local independent funeral director in 10 years?

HW: I believe there’s still a massive role for the local independent funeral director within the community, centring on education and an open mindset. If we stick to “how we’ve always done it”, the world will overtake us. We need to adapt to how different generations communicate, whether that’s online booking or messaging instead of calling. We must be available across all platforms to maintain our place in society. It’s about moving from a passive, reactive posture to a proactive one.

Q: For a funeral director feeling overwhelmed by change, what is one practical step they could take this week to start shifting towards a growth mindset?

HW: Remember why we do what we do. Keep the family’s wants and needs at the forefront of every decision. If we can react and work with families to create the service they want, they will remember how we made them feel during a traumatic time. This core principle will future proof your business against increased regulation and competition.

Q: Finally, what role do you think AI plays in the funeral profession, and do you use it?

HW: Yes, I use AI personally and for business strategy and gaining insights. It’s still in its early stages – sometimes its funeral-specific knowledge isn’t quite right – but it will get there. I see a huge future for it, especially as it begins to inform families’ choices about funerals. We need to be in that space to remain at the forefront of families’ minds.