Starting Your Own Practice E-Book

Robert Fragasso

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 316

Veröffentlichungsjahr: 2020

Beschreibung

Provides expert insight and advice for professionals looking to strike out on their own, fully updated to reflect current trends and issues Considering the overabundance of professional service providers toiling at monolith employers, you might want to start thinking about business independence. Starting Your Own Practice: The Independence Guide for Investment Advisors, Attorneys, CPAs and Other Professional Service Providers offers you step-by-step guidance on the entirety of the independence process, from your initial decision to break free, to managing your business, to your ultimate exit strategy. In the 15 years since he first wrote Starting Your Own Practice, author Robert Fragasso has gained invaluable practical experience continuing to lead his own independent investment management and financial planning firm. Now in its Second Edition, this popular guide provides more depth on management considerations, transition to business maturity, and eventual profitable business succession. The author has added a wealth of alternative ideas on how to leverage your skills and talents in your own business, license your services and infrastructure, plan for your retirement, and more. Sharing new insights on making the independence move quicker, easier, and less costly, this new edition: * Provides straightforward information on both the financial benefits and risks of starting your own practice * Helps you decide if you truly want to go into business for yourself * Offers expert guidance on planning your move and structuring your marketing, managing, staffing, and general business operations * Discusses practical considerations such as leaving your current employer, converting existing clients, protecting your confidentiality, and financing your new business * Provides new and revised content throughout, including additional in-depth commentary on management considerations and transition to business maturity Starting Your Own Practice: The Independence Guide for Investment Advisors, Attorneys, CPAs and Other Professional Service Providers is indispensable for anyone providing skilled personal services.

Leseprobe

STARTING YOUR OWN PRACTICE

THE INDEPENDENCE GUIDE FOR INVESTMENT ADVISORS, ATTORNEYS, CPAS AND OTHER PROFESSIONAL SERVICE PROVIDERS

Second Edition

ROBERT FRAGASSO, CFP

Copyright © 2021 by Robert Fragasso. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, [phone], fax [phone], or on the Web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, [phone], fax [phone], or online at www.wiley.com/go/permissions.

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Library of Congress Cataloging-in-Publication Data

Names: Fragasso, Robert, 1945- author.

Title: Starting your own practice : the independence guide for investment advisors, attorneys, CPAs and other professional service providers / Robert Fragasso, CFP.

Description: Second Edition. | Hoboken : Wiley, 2020. | Revised edition of the author's Starting your own practice, c2005.

Identifiers: LCCN 2020028459 (print) | LCCN 2020028460 (ebook) | ISBN 9781119723004 (cloth) | ISBN 9781119723011 (adobe pdf) | ISBN 9781119723035 (epub)

Subjects: LCSH: Financial planners. | Investment advisors. | New business enterprises—Planning.

Classification: LCC HG179.5 .F73 2020 (print) | LCC HG179.5 (ebook) | DDC 332.6068/1—dc23

LC record available at https://lccn.loc.gov/2020028459

LC ebook record available at https://lccn.loc.gov/2020028460

Cover image: Nadine Kundrod

Cover design: courtesy of Robert Fragasso

To my children, Christine, Kathleen, and Vicki, their husbands, Brian and Mike, and my grandchildren, Kaitlyn, Bailey, and Connor, who provide the reason to continually improve our business, and also to my business associates and clients who make it fun.

FOREWORD

Throughout my 40-year Wall Street career I have witnessed the most dramatic shift in the history of the US economy, moving from a manufacturing-based economy to a service-based economy. Over the next 40 years I believe the economic evolution will be even more dramatic as employees realize the flexibility a service-based economy can provide to them. The single greatest shift in the history of our economy is yet to come as more and more workers in this service-based economy cut the ties to their employers and go into business for themselves. If you want to be a part of this historic shift, your first step is to read Starting Your Own Business—The Independence Guide for Professional Service Providers. This book begins by helping you decide if you should go into business for yourself. Then it gives you a logical, easy-to-read, step-by-step game plan of how to make it happen. It's a no-nonsense look at what it takes…spending equal time addressing what's good about being in business for yourself as well as what's bad about it.

In my opinion it already is one of the best business “how-to” books ever written. This book will become your blueprint for success if you decide to go down the path of going into business for yourself.

Starting Your Own Business—The Independence Guide for Professional Service Providers is written through the eyes of an investment advisor and entrepreneur. Not just any investment advisor, but one of the very best anywhere in the world. I ought to know, I traveled to 107 countries around the world meeting with over 100,000 of financial advisors, in 5,000 different offices, and I would put Bob Fragasso at the very top of that list. Bob is not just a great investment advisor, he is a savvy and astute businessman with the strong moral and ethical fiber this country needs. We all can learn from his advice.

This book, however, is not just about his knowledge as an investment advisor. It is also about his knowledge as an entrepreneur. That means this book is a must-read for anyone in the service economy, insurance agents, real estate professionals, attorneys, accountants, etc., who want to go independent and run their own business. The principles for success are the same regardless of what part of the service economy you find yourself in. It is fitting to me that the author of this book would be from Pittsburgh, the city that maybe best represents how to move from the manufacturing to service economy. Now through his eyes he will help us with this final economic shift of moving to the top of the very top of the service economy by going into business for yourself…Successfully!

Starting Your Own Business—The Independence Guide for Professional Service Providers can change your life if you give it a chance.

Dr. Bob Froehlich

Former vice-chairman, Deutsche Bank

Owner, Kane County Cougars Baseball Club

Mutual Fund Trustee

PREFACE

This book will help you decide if you truly want to go into business for yourself. It will help you plan your move and structure the marketing, managing, staffing, and general operation of your business. It will also meaningfully assist with orchestrating the later successful disposition of your business.

This book is written primarily for professional service providers wishing to move to independence, including investment advisors and brokers, insurance agents, real estate professionals, architects, attorneys, accountants, appraisers, and consultants of all types. It can also be useful for those providing products, as service is a necessary component for gaining product market share. The first edition elicited many testimonials and comments, among them from a minister who started his new church using its principles and from a family of investment advisors who successfully broke off to independence based on a reading of the book.

The book is written from the perspective of an investment advisor entrepreneur because that's where the author gained his experience with the subject matter. But the principles contained are readily transferable to anyone wishing to employ skills and talents in his or her own business. Attorneys, accountants, architects, teachers, computer programmers and technicians, medical care professionals, and corporate executives and managers—anyone providing skilled personal services as professional or organizational employees—can benefit from this blueprint to independence. It can be argued that organizational managers must also practice entrepreneurial habits to more assuredly lead and grow within their organizations. One of the essential keys to this is a template to structure a small business or business unit so that it loses little of the clout and resources of a large organization while gaining flexibility of action and personal control over results.

ACKNOWLEDGMENTS

Many people shape us over time. This is an opportunity to thank them. It begins with my parents, Christina and Alfonso Fragasso, the immigrants from Italy who worked so hard to give their son a chance in the new world. It includes Nick Capelety, also an immigrant, who did the same and was always there for me—my rock and guidepost. From there, special tribute must be given to the Sisters of St. Joseph at St. Canice Elementary School who coped with inner city classes of 45 to 50 children in a post–World War II era. They strove to help us overcome our environmental influences and gain the skills necessary to navigate through life. That transitioned to the dedicated teachers of Carrick High School, especially Dick Price, Bill Kohler, Mike Dimperio, and Gabe Verbick, who took up the burden of shaping young people into contributing adults. The traditional and broad educational curriculum of Duquesne University opened up the world even further for me, and along with Fr. Joseph A. Duchene, our fraternity chaplain/advisor who taught us how to deal fairly with others, completed my formal education. Thanks also to all of my brothers of Alpha Epsilon fraternity, especially Tony Accamando, John Callery, Mike Costanzo, Rich Grattan, Denny Brenckle, Terry McDermott, Larry Novotney, Dave Page, Steve Yesenosky, and others, who have remained true and supportive friends through all these decades. The “finishing school” touches were administered by the self-sacrificing drill instructors of the U.S. Marine Corps Platoon 3068 at Parris Island, SC. SSgt. J.D. Ramsey, Sgt. B.E. Reese, and Cpl. J.E. Fredendall—thank you, wherever you are. I draw on what you taught me about myself every day. Finally, Tom Donaldson, an early supervisor in the business world, was instrumental in setting my course and making me realize my best potential. Without all of that guidance, there would have been no basis for what happened afterward.

A big thank-you must go to my business associates at Fragasso Financial Advisors, Inc. They are truly a team and extended family as they enable the success that we enjoy. There are so many personal and business friends who influenced me that thanking them would fill an entire book. Please know that you are all appreciated. Every day is an adventure, and I thank every one of the people who participate with me in that exquisite journey.

CHAPTER ONEIS IT YOUR TIME TO MOVE TO INDEPENDENCE?

Does your current work situation bother you? Does it get to you beyond the ordinary, day-to-day frustrations of working in business or in the professions? If it does, is that caused by the environment in which you work? Or is it the people upon whom you are depending for new business or for servicing your existing business? Is the revenue or cost sharing unfair? Are your ethics and values in conflict with your employer's?

Do you often ask yourself if you might be more comfortable in a business of your own?

If you are answering yes to any of this, and if your blood pressure is rising while thinking about it, you are a candidate for independence.

But, wait before taking action! Let's spend some time on your reasons for wanting business and professional independence. Those reasons will tell you a lot about your chance for success in your potential new venture. If you do this correctly, this should be your last venture because it will be yours. As the saying goes, be careful what you wish for as you may get it. So let's first dwell on you and your motivations.

Often the first thought concerning self-employment deals with money, but rarely do individuals go into business for themselves solely for more income. It is usually more complex than that. See if you can find your feelings in some of these scenarios.

The young attorney works hard to bring new business to the firm while the senior partners do not recognize him for those efforts with an appropriate sharing of the profits or with elevation to partner status. Is that about money, or is it about something more? A female CPA spends lots of time on the road representing the firm well in site audits. Meanwhile, her male peer back at the home office has been promoted to supervisor with a hefty raise in salary. Is this just about money? Finally, an investment advisor working for a financial services company is pressured to represent his organization's internally manufactured products to the exclusion of the independent investment products that are also, ostensibly, offered by his firm. He knows his company has good products, but not all of them are best for his clients. He feels limited in his ability to work ethically on behalf of his clients. That's definitely not about money.

Years ago during the Great Depression, Alfonso Fragasso managed the men's tailoring department for a major department store in Pittsburgh. He had dozens of people working for him and held a prestigious position for a person of his background. He was a master technician who could make a fine suit from a bolt of cloth and also a good manager who was liked and respected by his coworkers. Yet it was the Depression, and the department store's ownership brought in time and motion study people, then called “efficiency experts,” to find how to do more with less. Their recommendations if implemented would result, in Al's opinion, in diminished quality of goods produced. He also felt it just was not workable as the experts had never done any of the activities they were advocating. He chose to quit rather than oversee what he felt would result in lessened quality and an unworkable situation. It doesn't matter if Alfonso Fragasso was right. He felt he was and acted upon it. He spent the rest of his life owning and operating a specialty tailor shop, and he couldn't have been happier. He was well known in his community and respected for the quality of work that he did, and he did it his way.

There is an unspoken word threading through all of these examples and with all of the other examples that we may add to our list. That word is control. You do not have to control the company for which you work to feel in control. But if you feel that you are not in control of your outcomes, then you begin to focus on all of the ills that you perceive in your surroundings. If you are bringing in new business to your company but not being compensated or promoted for your efforts, you feel cheated and lacking in control over your destiny. If you see others being promoted for seemingly non-achievement-related reasons, you feel that your career path cannot be influenced by your efforts. You are not in control of those outcomes. If you cannot service your clients ethically and cannot engage in a corporate dialog to rectify it, then you also have no control over your outcomes.

So what initially seems to be about money is really about controlling your desired outcomes and guiding your own destiny. The true candidate for owning her own business says that she wishes to control her own outcomes and destiny—and will earn the income she deserves as a result! Thus, business ownership is all about deciding which outcomes are desired, how those outcomes are obtained, who helps you do that, and in what time frame—all with freedom of ethical action.

THE FINANCIAL BENEFITS

The bonus is that you also control the income you receive for doing it your way—and you build and own the equity in your business. Consider the role that business ownership plays in creating wealth. Drs. Thomas Stanley and William Danko examined the accumulation of wealth in their landmark 1996 book The Millionaire Next Store. They determined that four out of five US millionaires were still working. Of those still working, two-thirds were self-employed, and that 80% of those were first-generation affluent and had not received a sizable inheritance. Those folks had six and one-half times the wealth of those not in that category. So there is ample evidence supporting the hypothesis that business ownership is a principal road to wealth and independence. Stanley and Danko state that, while self-employed people represent less than 20% of the nation's workers, they account for more than 80% of the personal wealth. Average annual income of a business owner was $247,000 and the median was $131,000 as of their 1996 writing. And 13% of business owners made $500,000 or more. Stanley and Danko pegged the average net worth of the successful business owner at $3.7 million with 6% of them at over $10 million.

You will have lots of company as a business owner. Don't think of small business as a diminishing relic of past generations. Rather, it is a growing trend. The US Small Business Administration (SBA) published a study in December 2004 using Department of Labor data and covering the period of 1979 through 2003. Self-employed individuals (not incorporated) represented 9.8% of the labor force in 2003 vs. 9.3% of a much smaller labor force in 1979. Their numbers increased by 11.5 million, or 6%, in the period between 2000 and 2003. This increase was reflected across both genders and most races. While 9.8% of the population was unincorporated self-employed, 6.8% of women and 12.4% of men are. Further, 10.4% of Asian Americans, 5.2% of African Americans, 7.0% of Latino Americans, and 9.9% of immigrants are self-employed. Interestingly, while 12.4% of men are self-employed, 13.7% of male military veterans are self-employed, perhaps representing a higher incidence of marketable skills.

The point of all of these statistics is to present self-employed independence as a viable and growing avenue for marketing skills and for gaining control over one's outcomes and destiny. That opportunity is not seemingly diminished by gender, race, country of origin, or economic background. A study of incorporated businesses that are controlled by the founder and providing personal services such as legal, accounting, investment management, architectural, and consulting may reflect similar demographics. Anecdotal evidence would indicate so. Stanley and Danko's research compiled in The Millionaire Next Store presents self-employment as a primary road to wealth. The above data indicates the opportunity is available to all, regardless of background or current circumstance.

By contrast, you can also become wealthy working for others. You can rise in your field and be paid large sums of money to perform the services that you do well. The US Department of Labor, Bureau of Labor Statistics publishes a National Compensation Survey listing average earnings for various occupations. In the year 2018, the mean corporate non-owner manager made $121,560 up from $71,840 in 1996, an architect made $148,970 up from $62,320 in 1996, and a financial manager accountant made $146,330 vs. $48,700 in 1996. Marketing and sales managers had a mean income of $143,000, and computer and IT managers earned $148,970.

If you can earn $100,000 to $150,000 employed by others and not risk your own capital or lose sleep over making payroll, why have your own business? You may also build equity in someone else's business through stock options and other forms of equity incentives offered to you to help your employer build the business. If your primary intent is to earn more income, you can do so with far less risk staying where you are right now and working even harder to progress more quickly within the organization. Be the best architect you can be, and inevitably your employer or its competitors will recognize that and pay you appropriately. If you become the most productive salesperson possible in your chosen field, your employer will have no choice but to pay you commensurately or lose you to its archrival.

Then why go into business for yourself? Well, if you want to see your idea for a product or a service become a reality and you want that idea to be implemented in just the right way, your most fulfilling opportunity may be with your own business. If you want to build equity and wealth directly proportional to your efforts and not wait for someone to eventually recognize your efforts, you must be in business for yourself. If you want to prove yourself, there is no better arena. If you wish to surround yourself with people and a culture of your making, start your own business. You will not have the luxury of uniquely specializing your law practice if you work for a large firm. When employed by others, you will spend years, decades, or your entire career trying the cases and accepting the clients that your firm dictates to you. As a realtor, you will show the houses and place the mortgages exactly as your supervisor dictates. Your financial services firm employer will tell just how important the selling from product inventory is to the firm's profits. As a CPA your firm will dictate your travel schedule and whether you will be able to take a vacation day to see your daughter's championship-winning skating performance. As a commercial realtor you will clearly understand which corporations you may approach and which are off limits as house accounts. But, as a business owner, you will decide how, when, and with whom your business is conducted. And your earnings will reflect your work, energy, creativity, and your vision.

Thus in making this decision, there are two questions that you must answer for yourself:

What do you want to do each day?

And with whom do you wish to do it?

Sound simplistic? On the contrary, those questions are both profound and defining. Consider that if you only want to work on highly technical things and not be responsible for gaining new business, you are not a candidate for entrepreneurship. No matter how proficient your skills, people will not beat a path to your door. There actually have been better mousetraps invented, but you likely haven't seen them as everything needs promoting, selling, and managing. If selling your service to potential clients or customers repulses you, you should not go into business for yourself. Representing your services to potential clients and customers will be required every day and year of your business career. You may not pound doors to tell your story, but you must present it professionally in your daily activities. If that is not what you want to do, then you must leave it to others at your current or new employment.

Some years ago, a friend was leaving government service as a prosecuting attorney. He was well known and well respected. We had lunch, and we spoke of how new business would come to him. It would not come to him simply on the basis of his exemplary government service record. How many people know of that after all? And how would they know where to find him if they did? He would need to make new business acquisition a part of his daily activities or he would not prosper. So will you.

So you must first answer the questions of what you want to do each day and with whom before diving into this adventure. This exercise, if performed honestly and fully, may tell you to change your place of employment rather than indicate that you should start your own business. The simple efficiency of this process, using only those two questions, will filter out the background noise provided by family, friends, and the emotional tugs of past associations as well as concerns over adequate capitalization. While those are substantial considerations that must be properly administered, they are not central to the core decision. Only your uniquely individual answers to those two pivotal questions will guide you to your self-actualization and career happiness. It will be worth the time spent.

If you determine that you should not be in business for yourself but still feel unfulfilled in your current situation, you can obtain help via available career counseling services. Seek out psychologists with extensive career counseling experience. Their work with you will help guide you to the right situation. There is a word of caution here. Psychological testing is a commodity; by that I mean any psychologist can administer those tests. The key is to locate the professional who can interpret the results in a meaningful manner tied to your goals. At our company we had used various testing facilities for employment evaluations with mixed results. Then a very talented person named Joe Kerin brought to us a profiling tool that he used when running North American operations for a major corporation that measurably improved revenues and profits by placing the correct personality types in various key positions. The quality of our personnel analytics and decisions jumped. We now had a partner who took the time to listen and understand, and that's what you must seek. Find a professional who wishes to first listen to your career goals and then account for them in the work he or she is performing for you.

Keep on reading if the two-question exercise of self-exploration and your career guidance point to entrepreneurship and its potential monetary and emotional rewards. The rest of this book is meant to guide you through the design and creation of your business, its implementation, its successful management, and eventual profitable succession planning.

RISK

Begin with considering the risk of business ownership. Might that outweigh the benefits? It probably would not at this point because you have your goal and your reasons for adopting it firmly in mind as a result of your two-question exercise. It is important to spend some time putting risk in perspective and thus making it something that you can more easily handle.

The US Small Business Administration in its publication Small Business Economics 2003 references Dun & Bradstreet statistics that 76% of new businesses were still open after two years but only 47% after four years and 38% after six years. The SBA goes on to state in that report that it regularly receives calls from alarmed potential entrepreneurs citing the oft-repeated claim that 9 out of 10 new businesses have gone under, even believing that this occurred in the first year of business. The SBA calls this misuse of data a “myth” and attributes its existence to a misunderstanding of generalized statistics. The SBA report goes on to state that the closure statistics also include those businesses “closing while successful.” In an SBA study covering 1989 through 1992, 29% of closing business owners stated that their companies were successful at time of closing. This would be typical of the otherwise successful service provider, be he consultant or shoemaker, who wishes to retire and does not have a successor to carry on the business. We will cover profitable succession planning in our last chapter.

Still, risk in business does exist. What factors may lessen risk? The SBA's 2003 report lists very clear success criteria, and that includes being mature and properly educated for the business, and having previous experience in the business undertaking. By contrast, gender, race, or even sufficient desire are not meaningful predictors of success. Another large success factor is adequate capitalization. This does not mean that you must have millions of dollars. Having starting capital of even $50,000 dramatically increased the chances of business survival in the SBA study. The flamboyant stories about starting a business using personal credit cards is not a recommended model. So do not focus too long on generalized statistics that may unfairly sway you from pursuing your life's dream. Instead, spend your time productively evaluating whether independence is the right course for you and arranging the success factors to help make your dream come true.

It lessens risk to stay with what you know. Yes, it is correct that management skills are transferable, but experience should be built upon. You are far more likely to succeed as an attorney in building your own law practice than you would be learning to fabricate steel. You can learn the steel business, but why should you? How much of your precious start-up capital will you use while you are trying to catch up on the learning curve of your more experienced competitors? So, in that example, fashion a better law firm doing things the way you feel they should be done and servicing the right kind of clients in an innovative way. Practice law over the Internet or create a prepaid legal service for small corporations or whatever. Be as innovative as you wish, but do it in an arena where your experience-engendered creativity and energy are well placed and most productive.

Finally, risk can be diminished through the use of strategic partnerships. This lessens capital demands and reduces expenses. These partnerships can take many forms, but some of the most common include shared space, personnel, and resources. The most viable would include contracting for skills and resources with established providers instead of creating those resources within your business. Those resources are gained by paying a percentage of the revenue dollar as it is earned rather than creating expense that is constant and ongoing whether or not it is used. An example might be an investment advisor who subcontracts the creation of financial plans or portfolio management to an established provider rather than to incur heavy overhead by hiring and equipping personnel to provide it in-house. Another example would be for an advertising and PR firm to subcontract media buying to an independent service rather than to keep a full-time buyer on staff. You determine what may be contracted out to others by determining what activities represent your highest and best use. That is, determine what you provide that is unique to you and that provides your client or customer with a value-added experience. You will make the most money, and incur the least risk, by concentrating on those activities and subcontracting out activities that you can economically buy elsewhere. One of the most successful and well-regarded insurance companies in the US does not provide insurance. It subcontracts the actual insurance underwriting and risk assumption to other companies. Its true value added is its expertise in finding and assessing ideal customers and then servicing them better than other companies can. Consider the overhead it does not incur and the management focus it gains by concentrating this way and using strategic partners.

Our firm offers just this type of arrangement to other investment firms and investment advisors who can grow much faster when they rise to their highest and best use, and that is identifying and caring for their clients. Are you a financial advisor or a technician? Consider which role better serves your clients and offers them a unique value proposition from you. The right answer also pays more.

Another example of strategic partnering is the publishing of this book. Many authors self-publish so that they can gain a higher percentage of the book sales. But that could be limiting. An established publisher, seen as the strategic partner of an author, has the personnel, experience, sales contacts, and clout to sell many more books than the author can while trying to perform all of those duties. Thus, while the royalties may be less per book, the total books sold will be much greater by using an established strategic partner who knows more than the author can ever hope to learn.

These examples are transferable to almost every endeavor that you may undertake. Your valuable and limited time should be spent doing only your highest and best activities where you uniquely add value. The short-term savings you might expect from trying to do or own it all yourself are illusory when measured against the results you can have from your enterprise when you adhere strictly to your most productive activities. Get an experienced strategic partner for all the rest.

An added benefit of strategic partnerships is that an underperforming partner can be replaced without going through a corporate downsizing and all that entails in expense, liability, and demoralized personnel. Hence, you can lessen risk considerably by doing only what you do uniquely well and leaving the rest to others. Finally, strategic partnering can allow the smallest companies to compete with the largest with no functional diminishment of resources with which to serve their customers and clients. There will be more on this leveraging of resources in Chapter Three.

THE ENTREPRENEUR'S TEST

Now it is time to take a test to help solidify your self-employment decision.

Would you do what you are contemplating if someone simply paid your monthly expenses, contributed to your kids' college savings fund and your retirement plan and nothing more? Would you do it for the sheer fulfillment of seeing your idea come to life?