This firm had 3 locations, 44 staff, $1.9 billion AUM, and they had just lost their largest client. They struggled with clarity on being an investment or planning-centric firm, had very low profitability, and lacked effective communication among staff and executives. They had also committed to implementing one of the most labor intensive migrations without having project and vendor management experience, an industry-bred COO, a culture open to change, and expertise in cloud-based technology.
Most of all, there was no business manager. All of the executives preferred business development and client service and not business management.
We started the improvements below with discussions of the time and cost-saving they would experience in the future.
This engagement was a massive undertaking and the impact of the improvements are still sinking in years later. Change management and realization of the owners’ true passions was very difficult. It took us, a strong, determined staff manager, and equity partner to push forward and change the culture to embrace continuous improvements.
A year from the start date, this firm was more lean with 2 offices and 14 less staff. The loss of clients stopped and they attracted $30 million AUM. The client experience and marketing increased trust and referrals starting to pour in. Profitability had improved, workload had decreased, and efficient communication among staff became the norm.
Two years later, this firm has 40 staff, 4 offices, and $800 million more in AUM. While the partners still haven’t chosen someone to manage the business and staff, the business operations is humming and growth continues. It is just a matter of time for the owners to choose a President and we hope that happens soon.
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