Insights to Support your Financial Advice business

They don’t default to hiring a servicing adviser! I imagine some of you are intrigued… On paper, it feels like the logical next step. You’re busy. Your diary is full. You’re starting to feel stretched. So the thinking goes: we need another adviser. And often, a servicing adviser - someone to ‘take some of the load’. It’s a well-trodden path. But… it’s not always the right one. Capacity isn’t always the real problem What we often see is this: A financial adviser reaches a poin

A million-pound turnover as a solo adviser.

"They’re not afraid of their own charging structure" Let us explain… We often see firms with a clearly defined service proposition and ongoing fee say 0.75% - but when you dig into the client bank, the reality tells a  completely different story. 0.6% here, 0.5% there, a long-standing client on a legacy rate, a discretionary discount that was never revisited. Sometimes those decisions were made with good reason.But just as often, they weren’t. They came from a moment of hesit

For many financial advisers, client service does not suffer because of poor advice. It suffers because the operational work behind the advice starts to slow everything down. Admin builds up. Review work gets delayed. Follow-ups take longer. Advisers spend too much time inside the process instead of with clients. Here are two practical ways to create more capacity without lowering service standards: 1. Audit where adviser time is really going Look back at the last 2-4 weeks, (