The Latent Potential Within Your Planning Business
It was a crisp January morning when Alan, the owner of Horizon Financial Planning, sat in his office, pondering the future of his practice. The past year had been gruelling. Growth had stalled, staff were stretched thin, and compliance errors were creeping into their processes. His team seemed caught in an endless cycle of firefighting, and Alan couldn’t shake the feeling that his business was precariously balanced on a house of cards. One fateful afternoon, Alan attended a professional development workshop. The speaker - a seasoned consultant - posed a compelling question: “If you stepped away from your business for three months, would it survive?” Alan’s stomach sank. He knew the answer. Without his constant involvement, Horizon Financial Planning would falter. That moment ignited a spark. Alan realised his business needed a system - not just patchwork processes - but a comprehensive, scalable framework to future-proof his practice. Determined to make a change, Alan committed to a 12-month journey to build a business system. He knew it wouldn’t be easy, but the potential gains outweighed the daunting task ahead. He started by gathering his team. They all looked sceptical as he explained his vision: a fully systemised practice where tasks were streamlined, data drove decisions, and success didn’t hinge on any one person. “Imagine finding a $100 note in your jacket pocket,” Alan said, hoping to inspire his team. “That’s what this system will be for us - hidden value we didn’t know we had. But it’ll take time and effort to get there.” The first quarter was rough. Alan and his team conducted a thorough audit of their current operations, mapping out every client interaction, compliance task, and back-office process. The exercise was revealing. They discovered glaring inefficiencies: duplicate data entry, unclear responsibilities, and bottlenecks that delayed client service. The team often felt overwhelmed, but Alan kept reminding them, “This isn’t about perfection today. It’s about building a foundation for the future.” By April, they had started documenting workflows. Alan worked closely with a consultant to create detailed checklists and procedures. Initially, staff resisted the change. “This feels robotic,” one planner complained. “We’re supposed to be building relationships, not ticking boxes.” Alan listened and adjusted. He showed how these systems would free up time, enabling them to focus on meaningful client interactions rather than repetitive admin tasks. Midway through the year, the effort began to pay off. The client onboarding process, once chaotic and prone to delays, became smooth and predictable. A new client portal, integrated with their CRM, allowed clients to upload documents directly, eliminating back-and-forth emails. Compliance reviews, previously a dreaded task, were streamlined with automated reminders and pre-filled templates. For the first time in years, the team felt a sense of control. But the real turning point came in September. Alan had to take an unexpected two-week leave to care for a sick family member. Normally, his absence would have thrown the practice into disarray. This time, however, the business hummed along. The systems they had built over the past nine months held firm. Tasks were completed on time, clients were served without issue, and the team realised they could function independently of Alan. When Alan returned, he was greeted with a newfound confidence among his staff. They had seen the power of the system and were fully bought into the process. This momentum carried them through the final months of the year. They began leveraging data insights from their now-organised systems to identify trends, such as which client segments were most profitable and which services needed refining. With this information, Alan developed a targeted growth plan for the next year. By December, the transformation was undeniable. The practice was no longer reactive; it was proactive. Client satisfaction scores had soared, staff turnover was at an all-time low, and revenue had increased by 15%. Perhaps most importantly, Alan felt a sense of freedom he hadn’t experienced in years. For the first time, he could envision stepping away from the day-to-day operations to focus on strategic growth or even take a holiday without guilt or fear. Reflecting on the year, Alan compared the experience to planting a garden. “At first, it felt like all we were doing was digging and planting, with no visible results. But now, the garden is blooming. The effort was worth it.” He also realised the true value of latent potential. The systems they had built weren’t just about efficiency, they unlocked opportunities he hadn’t even considered. Horizon Financial Planning was now positioned as a thriving, scalable business. Alan knew that if he ever chose to sell, the systems would significantly boost the enterprise value. But more than that, he had built something that gave him pride and peace of mind. Alan’s story became an inspiration to other financial planners in his network. When asked for advice, he always said, “Don’t wait until things are breaking down to build a system. The effort you put in today will reward you tenfold in the future. It’s like finding that $100 note in your jacket pocket, except this time, you know exactly where you put it.” Mark LewinWhat's your focus for 2025?
In my latest blog here, I share from experience that the most successful advice businesses have a clear vision—one that isn’t just understood by leadership, but by the whole team. When everyone knows where the business is headed and how their role contributes, momentum builds. 👉 What’s one key focus for your advice practice this year? 👉 How are you getting your team on board with your vision? Keen to hear everyone's perspective!How do you nurture a PY adviser's growth?
I recently shared in a blog here the importance of developing a strong Professional Year (PY) adviser program—from setting clear expectations to encouraging a true sense of ownership over their work. I’d love to hear how everyone is putting these ideas into practice. What’s been your biggest success in mentoring a PY adviser? How do you handle challenges like balancing oversight with giving the freedom to learn? What advice would you give to someone just beginning to work with a new PY adviser? What's been a barrier for you in taking on a PY adviser? I would also love to hear from PY advisers too and your first-hand experience of going through the program! It would be great to swap strategies, share stories, and help each other shape the next generation of our profession. It was a learning curve for us, especially as we are a virtual office, I'd love to see more growth in PY's, so happy to help if I can.
