A Critical Look at the UK's 2035 Vision for Professional and Business Services

This article is being published in conjunction with International Services Week (September 8-12, 2025), a global, industry-wide initiative led by Certinia to celebrate and advance the services community. Learn more and get involved at www.ServicesWeek.com.

The UK Government recently unveiled its new Professional and Business Services (PBS) Sector Plan, and it’s a document worth reading. For those of us who have long championed the services economy, seeing the sector placed at the heart of a modern industrial strategy is a significant and welcome step. The recognition of its £300 billion economic contribution and its status as the world’s second-largest PBS exporter is validation of what we’ve known for years: this sector is a powerhouse.

The plan sets a bold ambition: for the UK to be the "world's most dynamic and innovative PBS centre by 2035." It correctly identifies the key catalysts for future growth—AI and digital adoption, a highly-skilled workforce, and global trade. The creation of regional PBS Hubs and dedicated support for SMEs are exactly the kinds of practical initiatives that can turn ambition into reality.

As we look to build this future, it’s our responsibility as industry leaders to look beyond the headlines, challenge the assumptions, and ask the questions that will ensure this plan succeeds. Below, I outline three critical questions that we must answer to turn this ambitious blueprint into a reality.

Is Funding the Only Answer?

The report rightly points out the widening digital adoption gap between large firms and the rest of the sector. The proposed solution—a "Made Smarter Adoption" programme for SMEs—is a great start, offering guidance and grants to drive growth.

But is the primary barrier to technology adoption capital, or is it operational?

For many mid-market services firms, the challenge isn’t just the cost of new software. It’s the cost of distraction. It’s the lack of in-house expertise to manage a complex implementation. It’s the immense operational lift of change management required to get teams to abandon familiar spreadsheets for a new, integrated platform. 

Throwing money at the problem without addressing the underlying operational hurdles can lead to expensive software sitting on a digital shelf. A successful strategy must focus on simplifying the entire transformation journey—from implementation to adoption—to ensure that technology becomes an enabler, not another source of complexity.

Are We Training for the Right Future?

The plan also identifies skills shortages in specialist areas, leadership, and critical thinking. It proposes apprenticeships and skills training funded through the new Growth and Skills Levy.

This is necessary, but it prompts a deeper question: are we preparing our workforce for the jobs of today, or the jobs of tomorrow?

The conversation around AI often revolves around replacing tasks. The more interesting evolution, however, is the creation of new, hybrid roles. The project manager of the future will also need to be a data analyst, interpreting predictive insights to mitigate risk. The resource manager won’t just be scheduling people; they’ll be orchestrating blended teams of human consultants and AI agents. The most critical skill won’t be coding, but the ability to collaborate effectively with technology. Our skills strategy must be less about filling today's vacancies and more about architecting the AI-augmented workforce of the future.

Are We Focused on the Right Barriers?

The UK is a dominant force in global services, with 95% of its PBS trade delivered via cross-border, digital means. The plan’s focus on tackling trade barriers by negotiating the mutual recognition of professional qualifications (RPQ) is important for professionals on the ground.

But for a sector that is overwhelmingly digital, are we prioritizing the right set of trade barriers?

While enabling professionals to move more freely is valuable, the bigger obstacles to digital trade are often invisible: data localization laws, conflicting cybersecurity standards, and a lack of interoperable frameworks for digital contracts and payments. The proposed Trade Digitalisation Task Force is a promising step, but we must ensure it receives the focus it deserves. For a digital-first sector, we need a digital-first trade policy that champions the seamless and secure flow of data across borders as its primary goal.

Building on the Blueprint

The government's Sector Plan is an excellent and ambitious starting point. It provides the framework, the funding, and the focus our industry needs. Now, it’s up to us—as industry leaders and government partners—to build upon it. Asking these critical questions, we can move beyond the blueprint and construct a future for UK professional services that is not only innovative and global but is built with certainty.