We will locate the practice you have today, define the next stage you want, and examine whether your current business model can support the bridge between them.
The advisor growth journey
Where is your practice now?
Most transition conversations begin with a firm. We begin by locating the practice. Choose the phase that feels closest, then see the milestone and operating questions that typically define the next stage.
Framework by Jerry Corless. Stage descriptions adapted by Advisor Growth Lab for diagnostic use.
Choose the closest stage above
The next stage starts with the constraint in front of you.
Your selection is for orientation only and is not submitted from this page. We can pressure-test it together on the call.
Genesis → Sustainability
Build a recurring floor beneath the practice.
New revenue is still required to meet the practice and household budgets. Every sale carries weight, and the business can feel as if it resets each month.
Next milestone: recurring revenue covers business and personal expenses.
What we would examine
Revenue mix and recurring-income target
Repeatable client acquisition and follow-up
Planning, service, and marketing systems
Sustainability → Capacity
Give the calendar back to the advisor.
Recurring revenue now covers business and personal expenses. The practice has a floor beneath it, but the advisor may still be carrying too much of the work.
Next milestone: demand can grow without every task and follow-up returning to you.
What we would examine
Delegation and workflow design
Staffing coverage and role clarity
Marketing that does not require constant manual effort
Capacity → Expansion
Turn personal production into an organized team.
The practice has demand and momentum, but time is the binding constraint. The advisor's calendar, attention, and ability to process work are limiting growth.
Next milestone: growth no longer depends entirely on your personal hours.
What we would examine
Client segmentation and service model
Associate economics, roles, and handoffs
Sales execution and team accountability
Expansion → Owner/Operator
Build the company beneath the book.
The advisor is building a company rather than simply enlarging a personal book. Associates, team structure, and multiple lanes of revenue become central.
Next milestone: you can step out of daily delivery without the business losing momentum.
What we would examine
Leadership structure and operating cadence
Repeatable systems across advisors and teams
Management information and decision ownership
Owner/Operator → Exit
Make the enterprise transferable.
Systems, technology, leadership, and clearly owned roles allow the company to run without the founder serving as the sole machine.
Next milestone: relationships, economics, and operations continue without the founder as the machine.
What we would examine
Succession and second-generation leadership
Recurring economics and practice value
Governance, continuity, and transferability
Exit → Optionality
Choose the outcome and protect your terms.
The company functions in the founder's absence. It can acquire, support succession, or be positioned for a financial exit without sacrificing continuity.
Next milestone: a deliberate succession, sale, acquisition, or reduced founder role with client and team continuity.
What we would examine
Desired timeline and founder role
Successor or buyer readiness
Client, team, and ownership continuity
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