Just over two years ago, I found myself at a crossroads many professionals wrestle with. I had been selected for an associate partnership track. Was that really what I wanted for the rest of my career? Do I stay within a larger organization and operate under someone else’s umbrella, or decide to build something of my own?

I spent months evaluating what staying with or joining an established firm would mean. If I’m going to do something different, it should meaningfully improve the client experience.

I kept coming back to one question: “What do I really need in order to support clients the way I believe they deserve?” That question became the anchor for my decision. 

When Good Ideas Move Too Slowly

As I evaluated different paths, it became clear how difficult it can be for good ideas to materialize in larger organizations. I had explored ideas for years around service models, client experience and supporting people during major life transitions. Conversations were thoughtful and well-intentioned, yet execution was slow.

When I launched my own firm, however, many of those same ideas could be implemented immediately. Not months later. Not years later. From day one.

None of the bigger firms offered everything I wanted for my clients. Some had investment capabilities I craved, but lacked strong technology. Or had a great client service model, but only for clients that fit a specific mold. As I continued to dig, I eventually came to believe that the only way forward was to build what we needed.

The Reality Of Being The Ultimate Decision-Maker

I believe the most significant difference is decision-making. As an independent founder, you make those calls for your clients. There’s no red tape to navigate, no approvals to wait on, no internal channels to slow things down.

That responsibility sharpens your focus. I believe instead of spending energy managing constraints, you can spend it paying attention to what’s happening in a client’s life and finding the best way to help them. If independence didn’t result in a better experience for clients, then why do it?

Of course, autonomy comes with accountability. Everything that happens is under my watch. But I’ve found that clarity to be more empowering than intimidating.

Risk Becomes More Visible, And That’s Not A Bad Thing

When you build something yourself, risk feels more visible. There’s no larger brand to hide behind, no diffusion of responsibility.

But in my experience, visibility is an advantage. When you can see risks developing early, you can respond faster. You can course-correct before small issues become larger problems.

Independence doesn’t eliminate risk. It makes it clearer. And I believe clarity allows for better leadership.

Purposefully Building Values And Culture

One of the most rewarding parts of building a founder-led firm has been the ability to define our values intentionally from the start. That came from listening to people for over a decade, understanding the challenges they face, the transitions they move through and where they need the most support.

As a founder, you get to decide what matters. That’s a privilege, but also a responsibility. If you don’t have a clear vision, it’s incredibly difficult to build momentum. It was essential to be explicit about who we are, how we serve clients and what success means.

Every goal and decision needs to support those values. That extends to culture and hiring. In a small firm, every person has an outsized impact. When everyone is rowing in the same direction, progress accelerates.

Taking Vision To Execution

What surprised me most was how long it took to build the right internal support. Hiring our first Certified Financial Planner® took seven months. Hiring an assistant involved reviewing more than 300 applications. Putting the right people in the right seats takes time, especially when cultural alignment matters just as much as technical skill.

In the beginning, I was doing everything myself: client work, marketing, operations, business development. We made progress, but I underestimated how long it would take to find the right people as a smaller firm. We could’ve moved faster if I had started cultivating a team sooner. As the firm grows, it’s a mistake I won’t make again.

Independence doesn’t mean doing everything yourself. It means deciding how to build support in a way that serves the business.

Redefining What Success Means

For me, success isn’t just about revenue or growth metrics. Yes, it’s a business. Sustainability matters. But at its core, success for us means being a positive influence in people’s lives. It means supporting clients, employees and the community in meaningful ways.

That means work-life balance for the team as well. If our goal is to help clients live the lives they want, then we need to model it internally. Otherwise, I’m just a hypocrite.

Questions Worth Asking Before You Decide

If there’s one thing I’ve learned, it’s that this decision deserves time and honesty. Independence isn’t for everyone, and that’s okay. The most important question is whether it aligns with what you truly want.

Being independent doesn’t mean working less. It doesn’t mean certainty. It means ownership. You’re never 100% sure how things will unfold, but understanding your values and tolerance for ambiguity goes a long way.

In hindsight, I probably could have taken this step sooner. I let intimidation slow me down, and it was easier not to decide until I had to. Once I started talking through the process and understanding what was required, I realized I already had more of the knowledge than I thought—and more importantly, I knew how to find the rest.

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