CEOs & Management Teams
For independent firms with multiple advisory teams, we aim to design and measure advisor engagement strategies that will accelerate your firms growth & productivity.
Enterprise Consulting
For our CEOs and Management teams, we aim to provide a hands-on approach maximizing the value of your organization.
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Our engagement process is simple. We spend the first month of the engagement doing discovery- interviews, assessments, and an onsite visit to truly understand your firm, your culture, and your people. From there, we will propose a scope of work based on mutually agreed upon goals.
How are you growing?
Growth opportunities exist at two levels: 1) the enterprise for strategic acquisitions, affiliation & custodial construction, and enterprise KPI management & 2) advisory team organic growth strategy for marketing, client experience, & the wealth management offering. Promote opportunities at those levels to support enterprise level and advisor level growth.
How are the advisors engaged?
By taking a tiered, proactive service approach, advisory teams with multiple layers of leadership must be engaged in a process that allows the enterprise to be uniquely aware of their business plan, goals, & needs. With an advisory board driving insights, advisor and associate events must be supportive and additive to team goals.
Describe the advisor community
In an industry fiercely motivated by independence, the advisor community must speak for itself. In addition to recreational bonding, we need to create ways for advisory teams to peer-share, communicate across the organization (virtually & in-person) and engage in professional development & mentorship with like-minded individuals.
How are you driving productivity?
Innovation in our industry has thrived; yet adoption of productivity tools has not at the same rate. We will work with content providers and technology options to increase advisory team adoption. This, paired with professional development coaching, are critical to driving longterm team productivity.
