Gilly Green

And it can be to do with deaths of the client, but actually in recent times, there's been high interest rates, massive amounts of money went out of the industry to pay off mortgages at that point.

We've got lots and lots of things going on around IHT,

And, you know, up and coming in the next budget, who knows what's coming there?

There's been so many rumours.

So just to keep up, I think you need to grow at 10%.

So I also think it's important to say what is growth?

Is growth the actual assets under management?

Because, you know, what markets have actually been quite kind to us recently?

Or is it numbers of clients or quality clients?

So I think there is also a factor there that needs to be considered when we're looking at that MI.

We've seen in our research a number of examples of good practice and best practice and a lot of bad practice as well.

So some examples of particularly looking at the front office and how to get them engaged and do that quickly.

We've seen examples where there's almost like a contract that the advisors need to sign up to.

This is what you're getting into by coming on board and better to do it pre-deal actually rather

But you can only really address the top level of advisors who are owners at that point.

But as soon as you can, getting into the next level of advisors and talking through what they're getting into.

Now, all of this is hugely emotional and you start losing advisors, you're definitely not going to grow.

Partly because they may take some clients, but even if they don't, you've lost advisors who are a bit like gold dust at the moment.

So you need to be able to bring them on board as quickly as possible.

So we had one firm who literally developed a rather thick tome that they gave to the incoming advice firm and literally so they could see everything that they were going to have to do and everything that they needed from an information.