At Dynasty, we pride ourselves on being "Growth Partners" to our Network Advisors. Part of that means selecting advisors who want to own their own business and are truly committed and focused on growing it. We have had several firms double their assets over the past couple of years since we started working with them. But this growth started with a business plan, a focus, a team based sign off that said, “This is what we are going to do and how we plan to do it.” Each firm is different, so not one of the below is a silver bullet on growth. Rather, each can be part of a focused, overall plan that is consistently worked on over time.
Growing revenue is sometimes about adding clients, adding services and, other times, simply about pricing discipline. When we are doing our business reviews and planning meetings with advisors and we examine their fee schedules and then compare those to what clients actually pay, almost half of the time we find a discrepancy. We coach advisors to be confident and consistent with fee schedules. Be clear with clients about all the services they are getting and the costs associated with delivering those services. This is why we encourage our advisors to look at pricing at least every 24 months. We also like to suggest pricing committees as they prevent one person from mispricing a relationship and allow partners in the firm to hold each other accountable for pricing decisions.
On the addition of services front, we have advisors adding services such as financial planning, liability management services, cash management, insurance services and family office related services for larger clients. Whatever the service addition may be, it is important to be clear to the client on the different tiers of service. If you are delivering more than one service level to clients, let them know what is included in each service level agreement and how fees differ for each. We see too many advisors attempting to deliver holistic wealth management services for asset management pricing. Those additional services may be cutting into margins more than you think.
On the subject of adding clients, we are seeing a host of creative approaches. A number of our advisors partner with each other to leverage complementary skill sets in order to win business as a team. Think about your peer set and your own community: is there opportunity to do the same? Often, we work to develop high quality advisory networks in our advisors’ local communities. Top CPAs, attorneys, commercial bankers, insurance professionals, portfolio managers, etc. are all potential members. It’s a great way to also get cross trained on a local level with a variety of professionals presenting what's new in their respective space together. We often support these groups by bringing in out of town experts too. Naturally, over time, referrals flow into the groups.
We also like to think creatively about other brands that our clients respect and how we might be able to partner with them as well. Partnerships with auction houses, watch companies, celebrity chefs, art dealers or local charitable causes can all be ways to get people together with brands they trust and want to spend time with. Having more than one perspective and touch point with clients is a very good thing.
In addition, we are seeing tremendous growth coming from tucking in other advisors to the RIAs we service. We stress the importance of being clear here on culture and what you are looking for in terms of a new partner or employee. There are many firms looking for a succession solution and also many advisors at wire houses that want the added benefits that come from independence without having to actually run their own business. Think about inorganic growth and what it means for your firm. There has likely never been a better time for this type of growth in the RIA space than right now.