Description
One of the most important strategies for a successful investment advisory or wealth management firm is how to manage growth and profits. Once an advisory firm begins to add any staff, it has started to accelerate its growth. It will need to monitor and measure performance, coach and counsel people, produce an increasing amount of revenue to cover the added overhead, and invest in more technology solutions, office space, and employee benefits. Author Mark Tibergien, named by Investment Advisor as one of the most influential people in the industry, provides a comprehensive analysis of: Filled with models, statistics, and case studies, this chapter from Practice Made Perfect looks at the client-service approach, infrastructure, and compensation techniques necessary for an advisory firm to grow into an elite practice.
About the Author
Mark C. Tibergien was chairman of the Securities and Insurance Niche and a principal at Seattle-based Moss Adams LLP, the twelfth-largest accounting firm in the United States. Accounting Today has recognized Tibergien among its "100 Most Influential People" in the accounting profession, as well as "One of the 10 People to Know in Financial Planning." He writes a monthly column for Investment Advisor magazine and is coauthor of How to Value, Buy, or Sell a Financial-Advisory Practice. Tibergien is now CEO of Pershing Advisor Solutions.
Rebecca Pomering is a principal with Moss Adams LLP, specializing in strategic-planning and compensation consulting to the financial-advisory industry. She is a certified senior professional of human resources and the head of Moss Adams's compensation consulting and benchmarking practice.
