Professional Services

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…

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…

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…

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…

Advisers underestimate the importance of frequent client contact and “frequent contact” is in itself a phrase that is interpreted differently amongst advisers. So how often is “frequent”? How often is often enough? For a long…