In barely the blink of a sunglasses-clad eye, the long, warm days of the festive season and summer holidays are over for another year. The ‘boardies, t-shirt and thongs’ uniform of the Aussie summer is replaced by more uncomfortable shoes and the obligatory monotone tailored-wear. Fortunately, returning to a team of great colleagues and wonderful clients makes the transition far smoother.
After a meaningful break, hopefully spent with family, friends and some much needed rest, we trust you are returning with renewed focus, optimism and energy for what promises to be another significant year for our profession.
For thousands of years, humans have been setting new year’s resolutions, and today millions of us continue the annual ritual of committing to better habits - vowing to make good of all that money donated to Fitness First every month, or a focus on our broccoli intake over the 9pm gummy bear fest. And, as history reliably shows, many of these intentions are on the back-burner by February.
The same is true in business. Ambitious resolutions can lose momentum unless they are grounded in clarity, structure and commitment. While this approach is not new or revolutionary, it remains the foundation of sustainable performance: specific, measurable, aligned goals that are supported by deliberate communication, accountability and disciplined execution.
To make your business growth resolutions in 2026 count, let’s keep it simple. Small, achievable steps can create meaningful and lasting shifts. To help set a clear direction, we suggest focusing on three core levers of business growth: Pricing, Productivity and People.
1. Pricing: Aligning Value, Cost and Clarity
When did you last undertake a comprehensive review of your pricing? Research from Peloton Partners indicates that up to 90% of Australian advice clients remain mispriced. This raises important questions:
• Do our pricing models reflect true cost to serve?
• Do our advisers feel confident articulating the value of advice and its correlation to fees?
With ASIC signalling that misleading pricing will be a key enforcement priority in 2026, transparent, well constructed pricing frameworks are not only best practice but an essential component of our business. Moving toward service levels based on scope, complexity and client outcomes (rather than only the time spent) provides stronger alignment with both compliance expectations and client value.
This is also an opportune moment to review your client segmentation and consider how you are servicing different client needs - from comprehensive advice to more scaled solutions for younger demographics - and pricing these accordingly.
Key actions:
• Dedicate structured time to assess and refine your pricing model, ensuring transparency and consistency.
• Equip your entire team to confidently articulate both the value of advice and the rationale behind pricing - including how to navigate objections constructively.
2. Productivity: Building Capacity for a High Demand Future
“Productivity” has become one of the most frequently used buzz words in our industry, and with good reason. Demand for advice continues to rise while the number of practising advisers declines. Industry leaders spent much of 2025 emphasising the need to lift capacity if we are to sustainably support client bases of 200+ per adviser - a figure considered standard in markets such as the US and UK.
A practical starting point is deceptively simple: ask everyone in your business to write down their least favourite task. In most teams, data entry appears at the top of the list - regardless of seniority.
From here, review the tasks collectively and encourage your team, particularly those with a natural interest in technology, to explore alternative processes, system integrations, automation or AI solutions. Many inefficiencies stem from systems that do not communicate with each other or from duplicative data entry.
Technology projects often stall because the perceived scale feels overwhelming, so start small.
Key actions:
• Identify repetitive or frustrating tasks that drain time and energy.
• Choose one problem, collaborate as a team and design a simple, practical solution - remaining open to AI, integration opportunities and streamlined processes.
3. People: Investing in the Human Advantage
No matter how advanced technology becomes, the true differentiator in any successful business remains its people. Teams shape culture, drive performance and ultimately determine client experience. As we set goals for 2026, it is worth considering what meaningful, measurable commitment we can make to support our people and their crucial role in our business growth.
Looking back, many of us can recall early career moments where no one asked about our aspirations, or assumptions were made about where we wanted to progress to. Taking the time to understand each of your team member’s goals not only strengthens engagement but can also uncover unexpected skills, passions or capabilities that can do a lot to compliment and support your business growth.
Importantly, we do not need to have all the answers or clear pathways immediately mapped out. What matters most is that our people feel heard, valued and supported in their development.
Key actions:
• Begin the year with open, honest conversations about career aspirations- regardless of age or tenure.
• Explore creative, mutually beneficial pathways that support their professional growth.
One of the greatest privileges of working in Australian financial services is the strength of the community around us. Our partnerships across platforms, technology providers, insurers, investment partners, HR, compliance, legal and our licensees or dealer services - play a vital role in our collective success.
If there is only one resolution you commit to this year, let it be to nurture these relationships.
A simple “happy new year” message to a BDM, a five minute check in with an industry peer, or an unexpected thank you to a referral partner can strengthen these connections and these small acts of kindness can prove invaluable into the future when you may need them most.
On behalf of all the Drummond Capital team, we wish you a successful, fulfilling and healthy 2026. May the year ahead bring growth, resilience and meaningful progress for you, your teams and your clients.
If you want support in setting growth goals for your business, get in touch with Genevieve Frost to discuss.
Prepared by Drummond Capital Partners (Drummond) ABN 15 622 660 182, AFSL 534213. It is exclusively for use for Drummond clients and should not be relied on for any other person. Any advice or information contained in this report is limited to General Advice for Wholesale clients only.
The information, opinions, estimates and forecasts contained are current at the time of this document and are subject to change without prior notification. This information is not considered a recommendation to purchase, sell or hold any financial product. The information in this document does not take account of your objectives, financial situation or needs. Before acting on this information recipients should consider whether it is appropriate to their situation. We recommend obtaining personal financial, legal and taxation advice before making any financial investment decision. To the extent permitted by law, Drummond does not accept responsibility for errors or misstatements of any nature, irrespective of how these may arise, nor will it be liable for any loss or damage suffered as a result of any reliance on the information included in this document. Past performance is not a reliable indicator of future performance.
This report is based on information obtained from sources believed to be reliable, we do not make any representation or warranty that it is accurate, complete or up to date. Any opinions contained herein are reasonably held at the time of completion and are subject to change without notice.
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