Optimum Operating Model Report

High-performing, truly scalable advice firms share one common trait: operational maturity. Are you struggling with:

Constant busyness, but not moving forward?
Processes breaking the moment things get ‘too busy’?
Team stretched thin because work sits with the same people?
Growth slowing because your operating model hasn’t evolved?

This Optimum Operating Models white paper, sponsored by Zurich, explains the three key ways firms can achieve 35-40 per cent EBIT margins, strong team engagement and delivery of a superior client experience.

Constantly busy but not truly moving forward?
Processes breaking the moment things get “too busy”?
Team stretched thin because work sits with the same people?
Growth slowing because your operating model hasn’t evolved?

High‑performing advice firms share a common trait: operational maturity. Developed by VBP, in partnership with Zurich, Optimum Operating Models for Advice Firms captures the operating model choices behind firms achieving EBIT margins of 35–40 per cent, strong team engagement and consistently high client outcomes.

Inside the Optimum Operating Models Report

The three dominant support models (pod, pooled, hybrid), and how to choose the right one
The role of automation and robotic process automation (RPA)
Benchmarks of high-performing advice firms (efficiency, utilisation, team ratios)
Early warning signs your operating model is no longer fit for scale
A framework to analyse workflow, capacity and delegation
Steps to evolve from ad hoc operations to a disciplined, high-performing engine room
Real examples of how leading advice firms structure teams for consistency and scale

Inside the Optimum Operating Model Report

The 3 dominant support models (pod, pooled, hybrid) and how to choose the right one
Benchmarks of high-performing advice firms (efficiency, utilisation, team ratios)
Early warning signs your operating model is no longer fit for scale
Framework to analyse workflow, capacity, and delegation
Steps to evolve from ad-hoc operations to a disciplined, high-performing engine room
Real examples of how leading advice firms structure teams for consistency and scale

David shares what makes VBP stand out from other providers and how his partnership with us has helped Invest blue grow sustainably.

David Stephen

Managing Director, Invest Blue

Sarah shares how VBP’s seamless onboarding and support have helped her build a cost-effective and efficient team.

Sarah Stein

Head of Bookkeeping, Blackwood Advisory

Todd explains how VBP’s agility and exceptional support have enabled PWG to expand sustainably.

Todd Synon

Head of Operations, Partners Wealth Group (PWG)

Emily shares how VBP’s dedicated team drives innovation and efficiency, making them true partners in Ensombl’s growth.

Emily Blanch

Chief Product Officer, Ensombl

From 2 to 17 team members through stronger operational structure

APT Wealth Partners’ growth was constrained by the absence of documented processes, standard procedures and task management systems. Introducing structured workflows and clearer operational processes improved efficiency and visibility across the business. With stronger operational foundations in place, the firm expanded its team from two to seventeen members and was able to support new client engagements with more confidence. Read more →

How RI Newcastle increased client numbers by 40%

For RI Newcastle, inefficiencies in their client handover process limited adviser capacity and restricted growth. By evaluating and refining how work moved through the business, the firm improved operational efficiency and reduced administrative pressure on advisers. The result was a 40% increase in client numbers per adviser and revenue growth without needing to hire additional team members. Read more →

Download the Optimum Operating Models Report

Who is this report written for?

Advice firm leaders wanting structure that supports growth

Teams experiencing workflow bottlenecks, duplication, or inconsistent delivery

Firms unsure whether they need pods, pooled support, hybrid teams, or a Practice Manager

Who is this Advice Guide written for?

Anyone in a leadership position of an advice firm

Teams dealing with admin overload or hiring limits

Firms looking to grow with structure and confidence