Professional Services

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…

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…

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…