A new and revised edition of the eye-opening, no-nonsense handbook on managing and growing a financial-advisory business, Practice Made (More) Perfect is packed with industry insight and practical ideas that every leader and manager within a financial advisory practice needs to know in order to get the most out of their business. Regardless of how little time is available or how seriously challenged a firm may be, this book contains the information that can help. The principles of sound management apply to firms of all types, and the tools provided in this book are guaranteed to be applicable under practically any circumstances.
Many financial advisers run their businesses as if acquiring more clients will solve any and all problems, but without a strategic framework, more clients just lead to more demands and less time to meet them. The truly successful firm will build strategy, structure, and processes that will ultimately translate into increased profits, cash flow, and transferable value.
Mark C. Tibergien is Chief Executive Officerfor Pershing Advisor Solutions LLC, a BNY Mellon company, and a Managing Director and memberof the Executive Committee for Pershing LLC. Foreight consecutive years, Accounting Today has recognized Mr. Tibergien as one of the "100 MostInfluential" people in the accounting professionand Financial Planning has identified him as a "Mover and Shaker" in their annual review of industry professionals. In 2011, for the ninthtime, Investment Advisor recognized him as one of the "25 Most Influential" people in the financialservices industry.
Rebecca Pomering is a partner with Moss Adams LLP and CEO of Moss Adams Wealth Advisors, the firm's wealth management division, where she is responsible for the growth of the firm, including strategic planning, sales and marketing, team development, human capital, CPA firm integration, financial management, and mergers and acquisitions.
Acknowledgments.
Introduction.
Chapter 1: The Financial Advisory Business.
What's Next?
Chapter 2: Strategic Business Planning
Defining the Direction.
Chapter 3: Managing Workflow
The Back Office Moves Forward.
Chapter 4: Building Leverage and Capacity.
Chapter 5: The Human Capital Plan.
People Who Need People.
Chapter 6: Creating a Positive Workplace.
Professional Development.
Chapter 7: Rewarding Behavior and Performance.
Compensation Planning.
Chapter 8: Reading the Financials.
Financial Management.
Chapter 9: Income, Profit, Cash Flow (and Other Dirty Words).
Chapter 10: Managing Growth.
The Search for Solutions.
Chapter 11 Exit, Stage Left.
Chapter 12 On Leadership and Management.
Afterword.
Appendix.
Index.
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