Andrew Fairweather

Fitzpatricks Advice Partners has released a practical guide on how to build a national advice firm, targeting principal advisers looking to scale their business and grow in order to serve more clients.

Titled Building a national advice firm: Critical factors for growth and expansion, the guide draws on Fitzpatricks Advice Partners’ almost 40 years of history and experience, originally as a boutique advisory practice in Brisbane to a national advice firm with offices in key Australian capital cities and regional locations.

The guide examines four key attributes of successful national firms, and provides tips on how to foster unity and alignment, and develop a strong culture and community.

It also details the benefits of being part of a national firm for advisers, employees and clients including clear, consistent principles and values, and an aligned approach to the delivery of service and advice.

Andrew Fairweather, Chief Executive Officer of Fitzpatricks Financial Group and Co-author of the guide, said that national advice firms had an important role to play in building a thriving advice profession, attracting talent, and supporting advisers to efficiently deliver quality advice at scale.

“Small businesses are the engine room of the Australian economy and dominate the advice landscape, but there’s room for businesses of all different sizes and the entire financial services eco-system needs to support and encourage ambitious advisers to significantly grow their businesses if we hope to close the advice gap,” he said.

“We have put together this guide to share some of the strategies and initiatives that have helped Fitzpatricks Adivce Partners become a purpose-driven national firm that is partnering with advisers to drive strong client and business outcomes.”

Debbie Jensen, Head of Marketing and Client Value Proposition at Fitzpatricks Advice Partners and Co-author of the guide, said: “We’re seeing a trend of advice businesses getting bigger through a combination of M&A and organic activity, and with this growth comes additional opportunities and considerations”.

“This guide distills almost four decades of learning and experience into a short paper to inspire advisers and business owners to develop a national firm strategy and ensure the right foundations are in place to see them flourish and achieve their long-term goals,” she said.

Read Building a national advice firm: Critical factors for growth and expansion.

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Jensen, who also previously held senior marketing and customer experience roles at Challenger, StatePlus and MLC, will report to Chief Executive Officer of Fitzpatricks Group, Andrew Fairweather.

“Debbie is a well-respected financial services leader with experience in direct-to-consumer and B2B marketing, and serving advisers. I am excited to have her join the senior management team, as we drive the ongoing development of our value proposition to advisers and their clients,” he said.

“Our proven model is focused on developing advisers to better serve clients with complex needs, and providing them with the services and solutions they need to attract clients in their target markets. Our model is supported by a brand strategy that appeals to the segments that we serve.”

Last month, Fitzpatricks Group rebranded its advice arm to Fitzpatricks Advice Partners (formerly Fitzpatricks Private Wealth), reflecting the group’s reinvigorated mission and strategy to ramp up the support and value it delivers.

Jensen will work closely with Jasia Fabig, General Manager, Fitzpatricks Advice Partners, to raise awareness of the group’s brand and value proposition, including its flagship Lead Adviser program, which has been continuously refined over the past 20 years to remain at the forefront of industry innovation. The program is focused on driving client engagement, satisfaction and profitability.

Jensen said: “Fitzpatricks is known for its calibre, credibility and unwavering adviser and client focus, and I am excited to be joining the business”.

“My focus is on sharpening the group’s value proposition, ensuring that our message is clear and compelling for advisers, their clients and the broader advice market,” she said.

Fabig said Fitzpatricks had a rich history and a reputation for quality advice, however, recent enhancements to the business model were less well understood.

“We’ve been through a period of resetting to ensure the right foundations are in place to accelerate our growth,” she said. w

“We don’t measure success in terms of adviser numbers. We are not aiming to be the biggest advice firm but rather one that delivers exceptional value to advisers so they can better serve their target markets. Our focus is on partnering with high-quality advisers and supporting them to grow and achieve their goals”.

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