Reorganizing Your Leadership Team

Beverly Flaxington is a practice management consultant. She answers questions from advisors facing human resource issues. To submit yours, email us here.

Advisor Perspectives welcomes guest contributions. The views presented here do not necessarily represent those of Advisor Perspectives.

Dear Bev,

Our long-time head of operations quit unexpectedly last month. The absence gives us a chance to consider what this role should be for our firm. Should we automatically hire a new head of ops or bring in a chief operating officer to look at our technology and systems more broadly? The person we lost filled a typical operations role – excellent at getting the work done but not a big thinker about how to improve and become more efficient in general. What do you see firms doing today – is the bigger role the best step we should take or should we stick with what we know? Would a COO rock the boat too much (we are a 26-person firm)? How do we think about this?