Executive Advisor Program

PSMJ’s Executive Advisor Program is for small-to-medium size firms that feel they need a “second pair of eyes” from outside the firm, to help them tackle critical issues of any kind; a cold-eye review. Ideally, the firm would appoint a non-executive Board member, but doesn’t have the resources to do it. This program is designed to fill that gap: an “only as-needed; but always available” extra senior staff presence to help the firm’s leaders make the right decisions.

We offer a limited number of clients the opportunity to add a highly experienced senior management advisor as an “adjunct” member of their executive management team. The objective of this program is to foster a long-term, mutually beneficial relationship between you, your management team and a senior PSMJ management consultant.

The result is the addition of a very senior management resource that you can call upon throughout the year for advice tailored to your practice’s individual needs, at a fraction of the cost of adding another full-time senior executive.

Our sensible pricing for this service delivers huge value, especially when a firm is going through a time of significant change.

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You Asked...

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1. What are the benefits to having an "Executive Advisor"?

    

   There are a number of significant benefits to welcoming a highly experienced senior management advisor to your executive management team. It enables the consultant to:

   1. Develop an in-depth understanding of your practice’s business, clients and key personnel, and to stay current on important issues confronting your firm
   2. Provide regular and timely advice and counsel in dealing with these issues based upon a thorough understanding of your specific business situation
   3. Function as an effective Executive Coach and “sounding board” for you and your key managers
   4. Supplement a key principal role and bring a fresh outside perspective that is often missing within closely held
   5. Act as a catalyst for the establishment of a regular senior management forum to identify, discuss and prioritizing critical issues that you and your management should address, but often don’t because of the pressure of daily business. Examples of these critically important but often overlooked issues are:

   • • Strategic direction
     • Service area and/or geographic expansion
     • Ownership transition and succession planning
     • Capitalisation
     • Competitive positioning, pricing practices
     • Practice governance
     • Opportunities for operations/profitability enhancement