“We came together for efficiency. But we were still acting like solo advisors with shared overhead.” – Advisor
The power of alignment in a $2B practice
Learn how a large Pacific Northwest advisory practice used practice management tools and techniques to advance their team structure, roles and responsibilities and compensation and incentive structures in support of their business outcomes.
Interview with Max McQuiston, Advisor Practice Management consultant at Capital Group
Q: What challenge brought this team to Capital Group?
This was a group of three senior advisors who had merged their practices. On paper, it looked like a smart move — larger combined book, improved payout, more leverage. But they were still operating independently.
There was no shared vision, no unified process and no clear leadership model. That lack of alignment created friction — especially for one senior Customer Service Associate (CSA), who was overextended and considering leaving.
Q: Let’s start with team structure. What needed to change?
Each advisor had a different view of the junior advisor’s role. One saw him as support, another wanted to include him in succession plans and the third involved him in next-gen relationships.
We helped them step back and define a five-year vision for the business. That vision became the guide for building a structure that was scalable, intentional and focused on development. Together, they clarified how the junior advisor would split his time — working independently with smaller clients while joining larger relationships to learn and contribute.
“Once we aligned on where we were headed, it got a lot easier to agree on how we’d get there.” - Advisor
Q: How did you address unclear roles and responsibilities?
At the time, tasks were assigned based on who had time — not who was best suited. The most experienced CSA was handling the most demanding work, without clear recognition or backup. Execution varied and morale was fading.
We led the team through a process to identify each person’s “highest and best use.” From there, we:
- Mapped out blind spots and redundancies
- Assigned ownership of key operational functions
- Documented expectations and performance metrics
That clarity helped the team operate more effectively. Everyone knew what they were responsible for — and what they could count on others to deliver.
“I finally had permission to stop doing everything just because I was good at it.” – Senior CSA
Q: What changes were made around compensation and incentives?
The previous system rewarded activity over impact. Support staff were measured by task count, not complexity or contribution. One team member admitted he didn’t know how his performance was even evaluated.
We worked with the team to build a more tailored compensation structure:
- Base salary plus performance bonuses
- Key performance indicators (KPIs) tied to quality and role-specific outcomes
- Clear connection between contribution and reward
This shift brought clarity and fairness. Team members understood how their work supported the broader business — and how their efforts would be recognized.
“It wasn’t just about being busy anymore. It was about doing the right things, the right way.” - Senior CSA
Q: What was the outcome of all this work?
The advisors said it best: “Forming a team changed our payout. Becoming a team changed our business.”
- Processes became more consistent
- Morale improved
- Staff retention stabilized
They moved from a loosely connected group to a fully aligned team with shared goals, defined roles and incentives that reflect contribution. That structure created space to focus on strategy — and grow with purpose.
Note: This case study draws on real-world experience but is intended for illustration purposes only.
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