We recently connected with Cory Davis and have shared our conversation below.

Hi Cory, thanks for joining us today. Quality control is a challenge almost every entrepreneur has had to focus on when growing – any advice, stories or insight around how to best ensure quality is maintained as your business scales?

One of the most difficult components in growing and sustaining a quality company is maintaining the integrity of its core values and operations. When it comes to a professional services industry, client relationships are crucial. Early on it was easy to maintain these relationships, as there was time in the day for constant contact, planning, finding new business, and nurturing current business. As the business grew, we faced a fork in the road which lead to a very important decision… Do we want to expand the sales force to grow more, or do we want to hire more support staff to maximize the current client experience?

In my practice there are two Financial Advisors, my partner and I. Until 4 years ago, the office was him, our assistant, and myself, which was fine until we reached the point of not being able to provide the same level of attention and care for all clients, and had limited capacity to take on new clientele. During that time we explored hiring more advisors to bring in more business, continuing the growth we’ve had. We decided not to do that, as the most important characteristic about our firm is the ability to maintain quality relationships with our clients that consist of multiple meetings per year and active communication.

At that point we knew our answer, which was hiring quality staff and investing in necessary software that would free up time for my partner and I from doing mundane tasks, and delegate accordingly. By doing so, we opened up substantial time for us to meet with more clients, maintain the frequency of client engagement, and brought in quality employees to assist in servicing our clients needs. The direction we took has enabled us to double our practice within 5 years, and the ability to have a sound client experience, the ability to grow more, and designate time for both maintaining current relationships while also seeking new ones. Changing what your firm represents is not a good way to grow, rather, find solutions to maintain your core values, culture, and what your company represents.

Awesome – so before we get into the rest of our questions, can you briefly introduce yourself to our readers.

My firm is a Financial Consulting and Wealth Management company, which provides all planning and services in house. There are two advisors, my partner and I, and we have a portfolio manager on staff. Our company is an SEC registered RIA, which operates in a fiduciary capacity. I emphasize this because our planning process allows us to sit on the same side of the table as the client, providing unbiased financial guidance and expertise helping lead to a successful retirement.

I got into this business initially because numbers intrigue me, they just make sense. I am a people person, and I enjoy helping people make decisions and navigating through uncertainty. When I first got into the industry I was exposed to the sales world. This consisted of cold calling, memorizing a script, and selling as much insurance as possible. This sales process nearly pushed me out of the industry, but a lunch with my current business partner changed my mind. It was in that moment that I realized that becoming a resource people want to meet with vs a sales person requesting meetings will give me the potential to grow a successful business. I learned as much as I could about nuances in the tax law, estate planning, and financial planning, then I reached out to as many center of influences as possible to introduce myself.

The brand we have created is being the resource itself. No two people have the same needs, so being an expert in one thing does no good for my business. Instead, we have a complex understanding of financial planning, and leverage specialists for different things when needed. The evolution of us becoming the financial resource has allowed us to maintain the fiduciary integrity, and build long term relationships. We are here to help and provide solutions, and I am most proud that we are able to offer a streamlined process that allows us to work with clients in both pre and post retirement.

How do you keep your team’s morale high?

First and foremost, hire quality and pay well. Business begins with the person that answers the phone. Every person that works in your company, represents you, the brand, and everyone in between. It is crucial that you hire someone that can do the work of 3, and consider paying for the work of 2. This will save you money in the long run, and you will have loyalty within.

Additionally, if you are hiring quality employees, you are able to trust them. Allow them to have their freedom to work within their framework, and enable them to be the boss of what they do.

Lastly, listen.

What do you think helped you build your reputation within your market?

Since I am a consultant, it is natural for people to come to me with questions. I love to learn, and because of that I am able to provide solutions. The ability to provide solutions has single handedly built my reputation within my market. In the sales world they say that your market is typically 5 years younger and 5 years older than you are. I broke that barrier by having solutions to a variety of planning topics, and my market has no age limit.

Additionally, delivering on what I say I’ll do is crucial. Say what you mean, mean what you say. If you cannot get it done, follow up and own it.

Between both of those characteristics my reputation has flourished, and continues to do so.

Contact Info:

• Website: www.imzfinancial.com
• Instagram: @imz_financial
• Linkedin: https://www.linkedin.com/in/coryimz/