Pro Serv Podcast by Collective 54

Episode 93 – How the Founder of an Accounting Firm Has Grown by Acquiring Multiple Firms

Scaling a boutique requires scale capital. Adding more headcount, entering new markets, launching new service lines, and other initiatives require capital. On this episode, Matthew Lescault, President & CEO at Lescault & Walderman, shares how he has financed his new acquisitions and how he has been able to successfully integrate the acquired firms into his processes and culture.

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Episode 92 – How a Financial Services Firm Is Scaling Beyond a Lifestyle Business by Building a Sales Engine

There is an inflection point that all boutiques run into head-on. This is when sales generation happens by the employees and not by the partners. On this episode, Hamid Akbari, President & CEO at Blanc Labs, shares how the firm built its internal sales engine in 18 months and his key takeaways.

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Episode 91 – How the Founder of an Architecture Visualization Firm Built a Culture That Produces Zero Employee Turnover – Member Case with Jing Johnson

Culture can be described as how things get done in your firm. Intentionally focusing on culture is critical to the success of a boutique professional services firm. On this episode, we invited Jing Johnson, Founder & CEO of PRISM Renderings, to share how she built a highly effective culture and the positive impacts it has had on retention and the success of her firm. 

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Episode 90 – How a Marketing Agency Packaged 15 years of Knowledge into a Proprietary Methodology

Strategics are usually filling a gap. Either the market shifts or the market leader’s service portfolio is lacking. This gap can be filled by building a practice internally or through an acquisition. On this episode, Randell Mauricio, VP of Operations at WorkerBee.TV, discusses how they built a sustainable firm to attract market leaders.

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Episode 89 – How an Investment Bank Generates a List of Potential Buyers for Your Firm

Supply and demand will impact your ability to sell your boutique. On this episode, David Jorgenson, CEO at Equiteq, shares how the leading global investment bank for professional services firms has uniquely positioned themselves to understand acquisition needs, and how they are able to add value to founders who want to sell their businesses.

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Episode 88 – How a Founder of a Training Firm Scaled his Firm by Scaling Himself

Scaling a boutique takes a team but firms are often started by a single founder. On this episode, Tom Abbott, Managing Director of SOCO Sales Training, shares how he transitioned from being involved in every aspect of the business to focusing on team development.

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Episode 87 – Why Hiring an Investment Banker is the Right Move for First-time Founders Trying to Exit

The value of your firm is influenced by the comparables for recently sold firms like yours. On this episode, we invited Frank Williamson, Founder & CEO at Oaklyn Consulting, to share details about comps, valuation, and the benefits of an investment banker.

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Episode 86 – How a 43-year-old Marketing Agency Handled a Generational Transfer

Decision making evolves as your firm scales and the founder must be replicated in the successor. On this episode, Rob Rankin, CEO at Clarity Coverdale Fury (CCF), shares his perspective on developing the next generation of the firm, with a focus on succession planning and how decisions are made.

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Episode 85 – Why Waiting Too Long to Sell Your Firm Could Be Very Costly

The ability to sell your firm will be impacted by the environment. There is a good time to sell and a not so good time to sell. On this episode, Craig Dickens, CEO at JD Merit & Co., will shed light on the financial market trends and how it influences your exit strategy.

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Episode 84 – A Marketing Agency’s Approach to Sharing Equity with Key Employees

There are many ways to split up a partnership. And the equity split needs to evolve over time. On this episode, Kelsey Raymond, Co-Founder & Chief Executive Officer at Influence & Co., shares how she successfully replicated herself by developing a key employee into her COO, so she can run the business on her own terms.

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