Alynd is a performance-based client acquisition platform built exclusively for independent advisory firms. You pay only for completed consultations.
Three figures drawn from the introductions we have arranged and analysed. Each is presented with an observation, a business implication and a recommended action.
Three figures drawn from operational data across the introduction network. Each is read the same way: what happened, why it matters to your P&L, and what to do about it.
Across participating firms, the proportion of new relationships originating from client referrals declined steadily over six years — not because referrals stopped, but because the pool generating them stopped expanding.
Volume and value are not the same measure. Qualified introductions — where circumstances are established before a meeting is booked — carried materially larger average cases than either referrals or inbound digital enquiries.
Advisers holding first meetings weekly converted at roughly twice the rate of those holding one or two a month. The variable was not talent. It was frequency.
Figures are illustrative aggregates drawn from platform operational data and are not a projection of results for any individual firm.
“Once we knew the cost of a first meeting, every other decision got easier.”
Figure 02 is the argument: assets per completed meeting varies more by definition of the prospect than by channel. High-growth firms write down who they serve — stage, circumstance, complexity — before they spend anything on reaching them.
Conversion improves with repetition. Firms that report first meetings held per adviser per month, alongside revenue, manage the input they can actually control.
A firm that can state this number can model hiring, capacity and margin. A firm that cannot is estimating its own growth from memory.
The ageing-book case capped introductions deliberately below capacity. Growth that degrades the client experience is borrowed from retention.
Referrals remain the highest-converting source in most firms. They are simply a channel with a finite, ageing supply — and are budgeted as such rather than relied upon.
The second case study is the counter-example. When demand is measurable, capacity decisions become arithmetic and the cost of a wrong one falls sharply.
Bring last year's new-client list to the Growth Review and we will read your own numbers against these three.
45 minutes · Confidential · No obligation
45 minutes · Confidential · No obligation
