06/04/2026
I've noticed a recurring pattern when financial advice firms grow from three staff to eight.
The principal usually hires those extra five people to find more time, yet they end up with less freedom than they had as a solo operator with one or two support people.
The common response is to assume the problem lies with the people. Owners look for 'better' staff or more experience, thinking they just haven't found the right person to take the load.
The reality is usually simpler and more structural.
When you're a team of three, you manage by osmosis.
You hear the phone calls, see the emails, and correct errors in real-time.
It’s messy, but it works because you are the filter for everything.
Once you hit eight plus staff, that filter becomes a bottleneck.
Most firms carry 'small team' habits into their 'medium team' reality. They stay in a hub-and-spoke model where every minor client query or technical hiccup travels back to the founder for a final nod.
Smart people keep doing this because they mistake '𝘬𝘯𝘰𝘸𝘪𝘯𝘨 𝘦𝘷𝘦𝘳𝘺𝘵𝘩𝘪𝘯𝘨' for '𝘤𝘰𝘯𝘵𝘳𝘰𝘭𝘭𝘪𝘯𝘨 𝘲𝘶𝘢𝘭𝘪𝘵𝘺'.
This is how you end up with scaled overheads but stagnant operational maturity, paying for a team but you’re still the primary problem-solvers.
For those who've made the jump: what was the first thing you had to 'stop' doing to let the team actually lead?
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