The new owner of a large independent advisory firm called me theother day and asked if I would help him. His family was growing, hesaid, but his business wasn't.

He talked about his business at some length and itssuccess. When he stopped, I told him that I could see someareas where I could help him.

Grow business

For starters, I pointed out that the business sounded as if itwas maxed out with his current client base. If he wanted toadd more clients, he was going to have to addto his advisory team (that was already complaining about workload)and his current clerical staff of two.

Want to continue reading?
Become a Free PropertyCasualty360 Digital Reader

  • All PropertyCasualty360.com news coverage, best practices, and in-depth analysis.
  • Educational webcasts, resources from industry leaders, and informative newsletters.
  • Other award-winning websites including BenefitsPRO.com and ThinkAdvisor.com.
NOT FOR REPRINT

© 2024 ALM Global, LLC, All Rights Reserved. Request academic re-use from www.copyright.com. All other uses, submit a request to [email protected]. For more information visit Asset & Logo Licensing.

Angie Herbers

Angie Herbers is chief executive and senior consultant at Herbers & Co., an independent management strategy consultancy for financial advisory firms. She can be reached at www.HerbersCo.com.