Advisers and accountants would benefit by focusing on themselves and their practices – that is, you should be your number one client, writes Anne Fuchs.
Do you ever wonder how much more your practice could achieve, if only you had more time to think strategically? Stepping back from day-to-day operations is difficult when you’re fully immersed in paperwork, trying to keep revenue churning, clients happy and your team fulfilled.
Are you building a business or becoming the very best professional that you can? They are however different and the business strategy and direction engaged will be different based on the choice you have made, write Greg Hayes, chief executive of Hayes Knight.
Hayes Knight national chairman Greg Hayes shares his top 5 tips to reducing the risk profile of your business and increasing its value.
If you’re at the right stage of maturity and development, an experienced board could be the thing that takes you to the next level, writes Vanessa Stoykov
With the FoFA reforms now live, there’s a lot of discussion lately around which financial planning assets are more attractive when considering either buying or selling, writes Malcolm Arnold, Head of Client Succession, MLC.
There are some common traps practice owners fall into when implementing their exit strategy, writes Marianne Perkovic
Finding, hiring and retaining good employees is critical to the strong performance of any financial planning practice, writes Daniel Lowinger
It’s vitally important that you get yourself “acquisition ready” prior to entering into negotiations on a potential acquisition, writes Harold Hall
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