Practice Management

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…

Who do most people turn to first for financial advice? Whoever is “top of mind”…and who is that usually? Their family. Research in multiple countries and jurisdictions repeatedly shows that the number one source of…

Some customers you just don't want, because not all customers are good customers for you. Even some of those who look like they are commercially viable customers you just don't want

The classic urgent AND important dilemma: your best client is on the phone talking to you. An incoming call from your top Centre-of-Influence comes in while talking to your best client. Do you “end and…

It’s easy to use external factrors to justify why growth doesn’t happen, but usually the reason is “internal factors”. Growing productivity – or getting financial advisers to grow themselves and their business capability – appears…

Just how much opportunity is sitting inside the typical adviser practice? How much new business is waiting inside that existing database? It’s a goldmine. A report from a few years ago highlighted the point that…

We like constant output…constant revenue coming in the door is the output we seek right? Too often financial advice businesses struggle to achieve constant output though…it gets a bit “peak and trough”. Well…when we have…