Practice Management

Succession planning is a major issue with an ageing adviser force, many of whom are wondering how to get their decades of accumulated equity out for their own retirement in the next 10 years. The…

It is our livelihood in many respects, yet one of the vaguest phrases we use is “personal service”. What is a personal service is not necessarily the same as a personalised service, and what is…

Paralysis from analysis is generally an achilles heel of professional services it seems, and amidst all the change and carnage of financial advice simply being decisive can be a winning difference for practice owners. Indecision…

Professional advisers have never been under more time pressure than they are today, and of all the things they could be investing time in the one which is easiest to defer is investing time in…

How much an adviser should spend on marketing is a perennial question with an expectation that there is a definitive $ or % answer. There isn’t. So the better question is how much time should…

“Scope Creep” is the killer for the Holy Grail of professional services business models: fixed fee advice. That ideal model which so many aspire to is having clients who agree to ongoing fixed fees, and…

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…