Tamara Morey

Tamara Morey   I was working with a large, fairly progressive advice practice recently.  The kind that most would look at and think, “they’ve nailed it.”  They’ve invested heavily in technology.  They even have a full-time developer whose sole role is to build tools the leadership team wants and roll them out across the business. On paper, […]

Tamara Morey   Every week we speak with practice owners who thought their merger would be straightforward – and six months later, they’re dealing with staff walkouts, duplicated systems or silent boardroom battles. The numbers stacked up. But the human and operational fit didn’t, and the deal is now worth less, not more. The following

Tamara Morey   I like to think of myself as “considered” rather than stubborn (although my husband might tell you it’s the same thing). Give me a new idea, and I’ll mull it over before I’m ready to change my mind. Two years ago, our business coach asked me a question that made me squirm: “What

Tamara Morey   Somewhere between onboarding your last hire and rewriting your third process doc, your People Plan lost steam. Or maybe it never really had any. It’s not that your team isn’t good – they are. It’s just that right now, everything feels a bit too reactive. Advice is still going out the door,

Tamara Morey   Asking practices to share their people plan with us often results in blank stares, nervous laughter or a quick subject change. Is it because the term “people plan” sounds too corporate for smaller teams? Too warm and fuzzy, without enough action and results? Or maybe it just sounds like another document that’ll

Tamara Morey The latest Hays Salary Guide (24/25) paints a fascinating (and slightly alarming) picture of employee retention trends. Of the 15,000 responses across 26 industries, a whopping 77% of Australian employees are either actively looking or planning to look for a new job within the next 12 months.  Wow! That’s 3 out of every

Tamara Morey There are few things in life I would claim to be an expert on. (Remembering numbers, a great chicken soup, reverse parking, Bananagrams.) But as the co-founder of a business that has been 100% remote since its inception in 2013, I do know a thing or two about flexible working and how to

Tamara Morey At the height of the GFC, I took on a role in a regional practice as a “paraplanner”. I was as green as they come and wasn’t entirely sure what, exactly, I would be planning. One of my first tasks was to call our margin loan clients and let them know they were

Tamara Morey A wise man once told me that the problem with the world today is that there is too much emotion and not enough data.  Operating an advice practice always has, and always will be, a numbers game. Put more clients in the funnel to convert more new clients. Get clear on your cost

TNT Group took a poll of attending advisers at the recent FAAA Congress, asking them about what’s hindering them from producing more advice. The answer will likely come as no surprise: time.

That’s time to see more clients, time to get work done for existing clients and time to attract new clients.  This is not new data and I’m sure many advisers are feeling this same pressure.  But if we are all spending – more or less – a full working week committed to our craft, why are some advisers finding this harder than others?