building practice

It is logical to do a bit of client segmentation so that you can figure out what levels of service can be offered to which clients profitably. The funny thing is that most of the…

The most important business-building step is having a well-defined strategy, yet strategy is one of the most misunderstood concepts in professional services. It is an area that many advisory firms struggle with, and frequently find…

It isn’t terribly unusual to find advisers taking on staff and being disappointed reasonably quickly, as the staff fail to deliver quite what the adviser expected or was hoping for…. So why do your people…

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 million-dollar-question for financial advisers (literally!) is: “How do I go about leveraging a good professional practice into a great business that is worth heaps?” Answer: Uber-ise it. The inherent assumption in this question is…