As EOFY closes, most advice firms take a breath and then quickly shift focus to what comes next.
For many, that next question looks familiar: “Do we need to hire more people for FY27?”
But after the pressure of EOFY, a clearer question often emerges: “Do we actually have the right operating model to support the growth we’re targeting?”
Because for most firms, EOFY doesn’t create problems.
It exposes them.
EOFY didn’t create the strain, it revealed the system
During peak periods, patterns become harder to ignore.
Work slows. Bottlenecks build. Advisers get pulled back into execution. Teams become busy but not necessarily more productive.
And while it’s easy to attribute that pressure to capacity, reality is often more nuanced.
In many firms, the challenge isn’t how much work there is. It’s where work is sitting, how it’s flowing, who owns it at each stage and whether the right capability is applied.
These are operating model questions, not just resourcing ones.
Operating model vs resourcing model (and why the distinction matters)
As firms plan for the next financial year, decisions tend to centre around resourcing:
But these decisions sit downstream of something more fundamental.
A resourcing model defines how many people do the work. An operating model defines who does what work and how work moves through the business, including workflow design, role clarity, accountability and capability alignment.
When firms adjust resourcing without addressing the operating model, they often introduce more moving parts without improving flow.
The biggest barrier to scaling isn’t capacity, it’s dependency
One of the clearest themes emerging from VBP’s most recent Operating Models white paper is this:
Principal dependency remains the single greatest barrier to scale.
In many firms, client relationships, decision-making, workflow control and technical knowledge sit with one individual. This works, until it doesn’t. Because once that person reaches capacity, growth stalls.
Scalable firms take a different approach. They design systems where work is transferable, knowledge is documented and delivery is consistent regardless of who performs it.
As the white paper outlines, scalable businesses don’t rely on memory or instinct; they rely on repeatable structure.
Why scaling challenges are often misdiagnosed
When teams feel pressure, the instinct is to act quickly.
Hire more people. Add support. Explore outsourcing.
Sometimes that helps. But just as often, it shifts the problem rather than solving it. This is because the point where pressure is felt is not always where the constraint exists.
For example:
Without visibility across workflow, these distinctions are difficult to see and without that clarity, growth decisions become reactive.
Comparing operating models (what actually drives success)
Advice firms tend to evaluate three broad models: in-house, outsourced or offshore-enabled, and hybrid. An in-house model can provide strong alignment and control, but it may also create capacity and capability constraints as the firm grows and is usually the more expensive of the three options.
An outsourced or offshore-enabled model offers flexible capacity and access to broader capability, but it works best when workflows are structured and ownership is clearly defined. Without those foundations, additional support can add complexity rather than improve flow.
A hybrid model combines internal and external capability, which is why it is increasingly common for firms looking to scale flexibly. However, across all three models, the structure of the model matters more than the label. Success is determined by how clearly work moves, who owns each stage, and whether the right capability is applied at the right time.
What the best firms get right
Across the white paper, one theme is consistent: the highest-performing advice businesses share strong operational foundations, regardless of their structure.
This means having clear role design and delegation, consistent workflows, transparent work allocation, visibility of capacity and workload, and effective use of technology and automation.
These foundations are not “nice to have”. They help firms reduce dependency on individuals, improve consistency of delivery, and scale without adding unnecessary complexity.
Where outsourcing fits as part of the system
The white paper reinforces an important point: outsourcing is not a shortcut to scale. It is a tool within a broader operating model.
Used well, outsourcing can increase capacity, provide access to capability, support growth without full-time hires, and reduce key-person risk.
However, it is most effective when work is clearly defined, processes are documented, and ownership is understood. Without those conditions, any model, internal or external, will struggle.
A practical way to approach FY27 planning
As you plan for the year ahead, a more effective starting point is not “who do we need to hire?” It’s:
1. What work actually needs to be delivered — and where does it sit?
2. Where is work accumulating or slowing down?
3. Do we have the right capability aligned to each stage?
4. Are roles clearly defined and consistently applied?
From there, decisions around hiring, outsourcing and restructuring become clearer and more targeted.
Scaling into FY27: from pressure to design
EOFY gives firms a clear view of where the strain sits. The opportunity now is to turn that insight into something more deliberate. Because scaling isn’t about working harder, hiring faster or reacting quicker. It’s about designing a business that can support growth consistently. So before making your next resourcing decision, pause and ask, “Are we scaling capacity or are we scaling complexity?”
Because the firms that scale successfully aren’t the ones who add the most people. They’re the ones who build operating models that allow their people and their partners to perform at their best.
Turn EOFY insights into a clearer path forward
EOFY often provides the clearest view of where your operating model is under pressure, but the real value comes from what you do next.
If you’re stepping into FY27 looking to better understand where your constraints actually sit, how work is flowing across your business and what an effective operating and resourcing model should look like for your next stage of growth.
Our Consulting team can support you with a practical, data-informed review of your current model and help translate that into clear, actionable next steps.
Book a conversation with our Consulting Team to explore what scaling could look like for your business.