“We realized our best clients weren’t just surgeons — they were advocates. So we built around them.” - Advisor
Elevating client experience in an $850M niche practice
Learn how an advisory practice in the Southeast used practice management tools and techniques to define and deepen their specialization, segment their client book for growth and retention, systematize their client experience and align their team communication in service of their ideal client.
A Q&A with Matt Robinson, Capital Group division manager, Northeast Division.
Q: What made this practice want to elevate their client experience?
This Southeast-based practice had a strong team, a loyal client base and a clear niche with orthopedic surgeons. After a decade of success, they saw an opportunity to sharpen their focus and improve how they delivered value.
They took a step back to reflect: “What are we great at — and how do we do more of it?” That led them to lean into their niche, align their team around a shared identity and build systems to support a consistent, personalized experience.
Q: How did segmentation support their growth?
They introduced a tiered service model — Platinum, Gold and Silver — based on AUM, niche fit and referral activity. Platinum clients weren’t just the largest; they often helped shape the firm’s direction. The segmentation gave the team clear guidance on where to invest time and attention.
This approach helped them grow with focus, not just volume. They gained capacity where it mattered — and could be more deliberate about saying no when needed.
“Segmentation helped us protect the experience while we grew the business.” - Advisor
Q: What stood out about their client experience model?
Their reputation wasn’t built on big gestures — it was built on thoughtful, repeatable details.
From personalized gifts to pre-trip postcards, every action was tracked in a client experience matrix and linked to meaningful moments. These touches were grounded in client insight and delivered consistently.
The postcard wall in their conference room captured the spirit of their work:
“Our clients live the lives they want. And they want us to know about it.” - Advisor
Q: How did they systematize their approach?
They developed a service matrix that connected client milestones with specific actions. It was a behind-the-scenes tool that gave the team structure and clarity.
- Outreach was mapped seasonally by segment
- Meetings were prepared as a team
- Client cues were documented and revisited regularly
Even prospects were included. One received a book tied to a favorite musician — an unexpected gesture that led to a new relationship. The client said, “That’s all I needed to know.”
“What others treat as a one-off they treated as a process. That’s the difference.” - Matt Robinson
Q: How did they maintain internal alignment?
Weekly team meetings were a key part of their rhythm. They used them to review outreach plans, discuss upcoming client moments and keep the client experience matrix current.
They also created a client advisory board made up of trusted clients and peers. The board met twice a year to share feedback on messaging, strategy and experience. Between meetings, the team raised questions like: “What would a client think about this?” They used those insights to stay connected and relevant.
“We didn’t just plan for clients. We planned with them.” - Advisor
Q: What’s the core lesson for other advisors?
This team’s advantage wasn’t based on personality or chance. It was built through consistent actions aligned to client needs.
By focusing on a specific niche, using segmentation to guide their time and creating systems that support personal touches, they strengthened both their business and their relationships.
“Their model proves that personalization and process don’t compete — they support each other.” - Matt Robinson
Note: This case study draws on real-world experience but is intended for illustrative purposes only.
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