@Sara Stuart It sounds like the firm is consdiering "right-sizing" the client base, which often happens as firms grow. Depending on the options your firm has for clients in this model, I would typically set up a clear communication and transition plan to off-board these clients. There’s an inherent liability in keeping clients you aren’t actively servicing—many firms don’t want to maintain that exposure. In practice, that might mean: Internal review – Confirm the client truly no longer meets service level or portfolio minimums, and document the rationale. Transition options – Offer appropriate alternatives, such as converting to a retail account, moving to a self-directed platform, or referring to another advisor or platform that can serve them more efficiently. If they are actually good fit clients, but below minimums or unprofitable, determining your minimum service level or fee is a key step. This may allow you to share options with the client, so they get to be involved in the decision to stay or go. Communication – Send a respectful letter/email (sometime a meeting) explaining the change, outlining next steps, and giving a reasonable timeline for transition. Emphasize that the move is in the client’s best interest (e.g., reduced fees, a better-suited account type, etc). Be sure to set clear deadlines that match anything established from a legal or compliance perspective. Follow-through – Provide any needed account transfer paperwork and offer assistance during the transition period. Once you've gotten this or passed the deadline, take the steps to transition on your end and then send a confirmation email that its been completed.

@Lisa Bacon that would be great, would love to connect. Ping me whenever you're there.

Dawn, it's a client's so I'm not able to share the specific workflow, but we do set up workflows by client since we have different steps for the advisor/team. We then have a report that denotes exactly where each client in in the process. We use Wealthbox.

FMG is very limited, particularly with automation and things like pop-ups, segmentation, etc. I've had advisors I know use Snappy and are pretty happy, but ultimately most that had big growth goals did create their own or hire a firm to do custom content for them. Depending on your growth goals and size, it is what I typically recommend, especially if you are hyper-niched. If you have no issues with growth, canned content is fine...but if your'e looking for it to become your marketing engine you have to put more into it.

The one caveat to AI is that would be careful of where it may design processes that step out of your lane (like creating legal docs). But you can give it specific prompts that are unique to your firm in our firm we do x, y, z. It would be different if you were guiding them on using a self-service tool vs coordinating with an EP Attorney. The point being is it can create a great framework, but you need to decide if there are specifics to your client experience, analysis, and deliverables. You might also want to map out different workflows if you're hosting education webinars on specific topics that have clear calls to action.