WEALTH MANAGEMENT FIRMS
Wealth Management Firm: Scaling Beyond the Founders' Clients
Your largest client retired last year and moved a lump sum to you. The relationship is with the founder, and the founder is travelling. The junior who answers the call does not know the family's history, and the client notices.
We help wealth firm owners build the layer between the founder and the clients. That means relationship manager roles, a review cycle every client can expect, concentration tracking and planned handovers. We do not advise on portfolios, products or regulatory matters. Your investment team and compliance head own those.
Discuss your priorities ↗COMMON CHALLENGES
The pressures
we often see.
- 01The founder holds the top relationships personally, so growth beyond what one person can remember depends on handing over trust that was never documented.
- 02Client reviews follow no calendar and happen when markets move, so some clients receive five calls in a year and others none.
- 03A handful of families contribute most of the revenue, and the owner has not mapped what would happen if one moved.
- 04Relationship managers are rewarded on assets gathered, which does not reward the quieter work of keeping existing households informed.
- 05Family members across generations are served by different people, and nobody has a single view of the household.
OUR FOCUS AREAS
Where the work
usually starts.
- 01Revenue by household, with the share of the top five and top ten displayed plainly
- 02A review calendar with the date of each client's last meeting and the next one
- 03Notes format per household: members, goals the client has stated, preferences and past complaints
- 04Handover plan for each large relationship, with the person to be introduced and when
- 05Relationship manager workload in households and in hours, not only in assets
- 06Incentive structure and what it implies about where time is spent
- 07Onboarding steps for a new household and who owns each
- 08Monthly owner view: new households, exits, reasons for leaving and review meetings held
START THIS WEEK
Things you can do
before you call anyone.
- List your top ten households by revenue and write who in your firm, besides you, has met each one. The gap between the names and the meetings is your succession risk.
- Hypothetical example: the top ten households account for a large share of income, and only two have met anyone except you. You plan one joint meeting a month, starting with the largest.
- Choose three clients and write a half-page note on each: family, stated goals, last meeting date and anything they were unhappy about. See how much you had to guess.
A PRACTICAL ENGAGEMENT
Start with the priorities
that matter most.
We begin by understanding how your business runs today, find the gaps, and agree the scope in writing. Recommendations are shaped around your team, your resources and your goals.
- A household register and notes format that any relationship manager can read before a call
- A client review calendar and a meeting preparation checklist
- A relationship handover plan template and a role chart for founder, manager and associate
- A revised incentive discussion paper and a short coaching session for relationship managers
Not the right fit when: This is not the right engagement if your concern is portfolio performance, product selection or a regulatory query. Your investment team, compliance head or the regulator handle those.
Explore a business audit ↗LET’S MOVE YOUR BUSINESS FORWARD
