Before You Scale, Strengthen Your Foundation

What it Really Takes to Grow Today

Every advisor has a vision for the future. But only some practices are truly built to grow and scale in a sustainable way.

While 83% of financial advisors cite growth as a top-three priority, according to LPL Financial’s Tell LPL survey, internal analysis shows that only about a third are achieving strong, consistent results. For many, it’s not a lack of ambition that gets in the way; it’s the challenge of knowing what kind of growth they want and how to pursue it in a way their business can support. That clarity is what separates advisors who gain real traction from those who feel stuck.

The most successful advisors today are growing with structure and purpose. They’ve taken the time to define their goals, align their business to support them, and strengthen the relationships that will power the next phase of their journey.

Growth vs. Scale: Why the Language Matters

Many advisors say they want to grow, but haven’t defined what kind of growth they’re after, or whether their business can support it. According to Katie Bruner, SVP, Advisor M&A Solutions, “It’s important to know why you want to grow. Then we can talk about how.”

The most successful advisors aren’t just chasing client assets. They’re scaling intentionally, with clear goals and strong foundations. They’re expanding their reach without breaking what already works. And often, they’re doing it by investing in deeper relationships, with clients, team members, and centers of influence.

Scaling without clarity leads to complexity. Growing without the right infrastructure creates chaos. It’s mindset first, action second.

What Keeps Advisors Stuck

Advisors often hit a ceiling because they skip the foundational work, taking on more clients without a clear segmentation strategy, hiring without a defined org structure, or chasing mergers and acquisitions (M&A) before solidifying a value proposition.

These aren’t failures; they’re signals. And they show up differently across practices. Some common examples include:

• Not knowing who your A, B, and C clients are, or spending equal time across segments instead of aligning effort to impact
• Trying to serve every client yourself instead of giving newer advisors the opportunity to support relationships that need attention but aren’t core to your growth strategy
• Relying solely on referrals without building a scalable marketing engine like automating LinkedIn content or scheduling regular networking events in advance
• Overlooking business solutions that could free up time and deepen relationships, such as leveraging outsourced paraplanning, admin support, or marketing services to stay focused on your highest-value activities
• Backing away from hiring after one false start, or avoiding it altogether due to fears about losing control or diluting client experience

Many advisors hesitate to hire because of concerns about liability, maintaining service quality, or someone else taking the reins. But the right structure, training, and oversight can turn hiring into a growth lever — not a risk.

Although M&A feels like a quick path to growth, it’s not the only option, and not always the right one. Bruner noted that advisors are often drawn to M&A because it sounds exciting. “But you need to have your value prop nailed down and your foundation in place first,” she said. “Otherwise, you’re just adding complexity.”

What Readiness Looks Like

Growth readiness isn’t about having all the answers. It’s about getting clear on what you want to build and how your business will support it.

Advisors who are truly ready to grow:

• Have a clearly defined client segment and service model
  They know who they serve best, and have aligned their time, pricing, and service experience to reflect that.
• Understand what they want more of, and what they’re willing to let go
  Whether it’s certain client types, responsibilities, or service offerings, they’re making intentional choices to create space for growth.
• Use technology to enhance (not just speed up) delivery
  Top advisors are integrating tools that improve client experience and create efficiency, not just automation for its own sake.
• Know where they need support, whether through outsourcing, hiring, or strategic relationships
  They’re honest about their blind spots and invest in the right resources to scale effectively and sustainably.
• Think beyond AUM to long-term value, team culture, and succession
  Growth isn’t just about more assets; it’s about building a practice with staying power and a strong internal bench.

As Bruner said, “The advisors that are growing right now are embracing technology, but they’re also thinking about how to scale their relationships, not just their operations. They’re making room for growth by letting go of the idea that they have to do everything themselves.”

Taking a more measured path can help you build and deepen relationships to expand your influence and impact. That includes your client relationships, but also strategic relationships with centers of influence (COI), team members, and even prospective hires. Growth is often a product of the relationships you’ve already invested in.

The most successful advisors aren’t waiting for the perfect conditions to scale. They’re strengthening the relationships and systems that make growth possible.