What's your growth strategy?
Hiring a salesperson won’t fix your growth strategy.
“We need to do more sales. Let’s hire two more salespeople. Who should we hire?”
That’s still the go-to conversation in many asset management and financial institutions. But it’s the wrong question if you're serious about fixing your sales problem.
Your business is not a simple 1:1 transaction.
Every individual in your organisation - from research analysts and assistants to partners, risk managers, and portfolio managers - is an ambassador of the firm. Selling the firm is not just the job of client relationship managers or the sales and marketing team - it’s a collective effort.
Sales is just one small fraction of your overall growth strategy. A salesperson cannot succeed in isolation. Their success depends on how well the firm delivers across a broader spectrum - products, client servicing, branding, marketing, communication, and client understanding, to name just a few.
When clients interact with your firm, they’re forming impressions at every touchpoint - not just the polished pitch deck. If you want to drive real growth, you need to think beyond the sales hire. It’s about embedding client-centricity into your culture, your workflows, and your people.
Selling the firm is everyone’s job. The question is: does your organisation act like it?
How well do you truly know your clients? And more importantly, what do your clients know of you? How do you do it? How do you serve your clients? Do you know your clients? And what do they actually know of you?
The real question to ask if you want to fix your sales problem is this:
How well do you truly know your clients? And more importantly — what do your clients know of you?