Thinking About Independence? Why the Second Half of the Year Is a Great Time to Evaluate a Move

The midpoint of the year is one of my favorite times to talk with advisors about growth.

Many of my conversations begin with questions about independence. But the deeper conversation is usually about growth: how to serve clients more effectively, create capacity and prepare their businesses for what's next.

As a result, advisors who are considering a move usually ask a much broader question:

Is my current business built to support where I want to be in the next three to five years?

That's why I believe the second half of the year is such an important planning window. It offers an opportunity to step back from the day-to-day demands of running a practice and focus on what's next.

There's also a practical reason this timing matters. Summer often creates breathing room in an advisor's calendar. While clients are traveling and schedules may be less predictable, it also creates an opportunity to recharge, evaluate your business and think strategically about the future.

The question is: What will you do with that time?

Growth Doesn't Happen by Accident

Many advisors start each year with ambitious goals. They want to increase revenue, deepen client relationships, improve efficiency and enhance the client experience.

Growth rarely happens by accident. It requires deliberate decisions about the business you're building, the capabilities you'll need and the resources required to get there.

That's what makes the second half of the year such a valuable planning opportunity. It’s an opportunity to evaluate whether your platform, technology and operational support are helping you move toward those goals.

While that doesn't necessarily mean making a move, it does mean being honest about whether your current business is positioned to support its next phase of growth.

Use This Time to Strengthen Your Team

Growth eventually becomes a capacity challenge. Advisors can only grow as fast as their teams, workflows and operating models allow. Before pursuing new opportunities, it's worth asking whether your business is positioned to deliver a consistent client experience as it scales.

When advisors think about growth, they often focus on clients. Clients are obviously critical to an advisor's success, but the health of the business behind the scenes is just as important to long-term growth.

Are team members aligned around your goals? Are workflows being executed consistently? Are you delivering the experience clients expect every time they interact with your practice?

Referrals are often the result of a consistently excellent client experience. Before pursuing future growth opportunities — or evaluating a potential move — advisors should make sure their teams are engaged, supported and operating at a high level. Any advisor considering a transition ultimately hopes clients will choose to continue that journey with them, and that starts with delivering the best possible experience today, not after a move.

Start Planning for Next Year Now

One of the most common mistakes I see advisors make is waiting too long to do their homework. Many see opportunities coming well in advance, but they put off the research, planning and due diligence needed to fully explore them. Then, before they know it, they're up against a decision deadline and the pressure sets in because they haven't done the work ahead of time.

More successful advisors take a different approach. They start planning early, giving themselves time to explore their options, think through different scenarios and make confident decisions on their own terms.

For those considering a transition, the period between mid-September and Thanksgiving is often attractive because clients have returned from summer travel, routines have stabilized and advisors can communicate during an active business period.

Others may prefer to use the remainder of the year for planning, then launch early in the first quarter, allowing them to enter the new year with a fresh strategy and the ability to focus on growth early in the year.

Either approach requires preparation, which is why now is the time to start asking questions such as:

• What does growth look like for my business over the next several years?
• What capabilities will I need to support that growth?
• Am I spending my time on the activities that create the greatest value?
• Do I have the resources and support necessary to scale efficiently?
• Is my current partner helping me prepare for the future of advice?

Evaluate Whether You're Ready for the Future of Advice

As the advisor business evolves, clients increasingly expect guidance that extends beyond portfolio management. They're looking for advisors who can help them navigate major life transitions, multigenerational planning decisions, personal challenges and the financial implications of an increasingly complex world.

Technology is also changing how advisors spend their time. Tools powered by AI can streamline meeting prep, summarize notes and automate routine tasks.

The question isn't whether AI and technology will reshape advice. They already are. The opportunity for advisors is turning efficiency gains into capacity: more client conversations, deeper relationships and more time focused on growth.

As you evaluate the future of your business, consider:

• How am I using technology to create capacity?
• Does my firm have a clear AI and innovation strategy?
• What am I doing with the time technology gives back to me?
• Am I prepared to engage clients on topics beyond investment management?
• Is my business positioned for the expectations clients will have five years from now?

Break Big Decisions into Smaller Steps

Even with a clear growth vision, many advisors delay important decisions because the process feels overwhelming.

Whether you're evaluating independence, considering a new affiliation model or exploring ways to strengthen your business, there can seem like an endless number of variables to consider.

I often encourage advisors to think in 90-day increments.

The first 90 days should focus on exploration. Gather information, conduct due diligence, talk with peers and clarify what you want your future business to look like.

The next 90 days should focus on execution planning: establishing priorities, creating timelines, identifying support needs and determining how you'll move forward.

Breaking the process into stages makes a significant decision more manageable and allows you to move forward with confidence.

Position Yourself for a Strong Start to the New Year

Ultimately, this is why I encourage advisors to use this time wisely.

The goal isn't simply to make a move, but to ensure your business is ready for what's next.

Imagine entering January with the planning behind you. You've done your due diligence, your team understands the direction you're headed and you're ready to spend the year executing instead of wondering what to do next.

Whether that strategy involves independence, a different affiliation model or simply strengthening your current business, the key is having a plan. After all, meaningful growth rarely comes from reacting to change. It comes from taking the time to evaluate what's next, prepare for it and move forward with confidence.