Practice Management

The mantra of “customer is king” is rubbish. The customer is not always right, and the customer is definitely not the stakeholder who provides permission to practice. Yet we keep hearing that the customer is…

Creating great capital value for a professional services firm is usually one of the owners primary objectives as they more often than not see their business value as a critical part of their own financial…

Hiring an adviser to join the team is one of the biggest (and most expensive) steps that any adviser takes in growing their practice. It is expensive in financial terms, in time, and most importantly…

Perhaps the greatest challenge for practices wishing to grow their people, profitability and professional standards is determining what you reward. And that’s about what you value. What behaviours you reward must be a reflection of…

The first rule of business is “be profitable”, and that is a concept which appears to cause industry stakeholders some issues when it comes to judging financial advisory firms. That pisses me off to be…

Many firms facing increased overheads and infrastructure costs in the next few years are considering acquisition or merger strategies as a survival or growth strategy. Generally there appears to be 5 main reasons that advisers…

Building a profitable practice is is the first objective for practitioners, but building a sustainable profitable and valuable practice is even better isn’t it? Many good practitioners achieve the objective of building a profitable practice…