Who We Help

Two decisions, two very different engagements

One is whether to go independent and how. The other is how to turn an independent practice into an enterprise. Find yourself below, then read the full engagement.

Path A

Going independent

You are weighing whether to leave, which affiliation model fits, and how to run a transition you only get one attempt at. Independence is not automatically the right answer — for some advisors the correct call is to stay, and the work is proving which one you are.

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You’re here if

You have been told independence would double your payout, and you cannot verify the claim
Three recruiters have pitched three different models and all of them sounded right
You do not know how much of your book is actually portable, or what your agreement allows
Your clients depend on lending, trust, or alternatives you are not sure you can replace
Your household has not agreed to twelve to twenty-four months of lower income

What the engagement covers

A readiness diagnostic across six dimensions, starting with the free assessment
Model selection: employee W-2, supported independence, hybrid, or your own RIA
Portability and contract review with counsel, before any conversation with a platform
Capability replacement plan for lending, trust, alternatives, and pricing
A dated transition sequence from twelve months out through month eighteen

What changes

You make the decision on evidence instead of on somebody else's recruiting deck
The model you pick matches your seven-to-ten year plan, not this year's mood
You know your first-ninety-day risks before they become your first-ninety-day surprises

Path B

Scaling what you built

You own the firm. It works. And the model that got you here — your relationships, your judgment, your calendar — is now the constraint. The next stage requires a business that grows when you are not in the room.

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You’re here if

Growth still runs through you personally, and there is no capacity left to add
New clients arrive by referral, at a pace you cannot forecast or staff against
Advisors lose hours to process nobody documented and nobody owns
You are thinking about a buyer, a successor, or a lender, and the data would not survive diligence
Nobody on the leadership team owns growth as their actual job

What the engagement covers

Diagnostic mapping of where growth actually comes from, by client, advisor, and channel
A repeatable acquisition architecture that does not depend on a single rainmaker
Operating model, governance, and decision rights built for multi-advisor scale
Workflow and technology rationalization to reclaim advisor capacity
Optionally, an interim Chief Growth Officer mandate with reporting on a fixed cadence

What changes

Growth becomes forecastable, with named channels and metrics reviewed weekly
Advisor capacity goes back to clients instead of to software and handoffs
The firm reads as an enterprise to a buyer, a lender, or the next generation

Fees

How engagements are priced

Fixed fee by phase, agreed before work starts, with no asset-based fee and no transaction incentive. The pricing page explains the structure and what drives it.

See how pricing works