Built for RIAs, regional banks, private wealth practices, and insurance brokerages. SEC-aware, FINRA-aligned. Measured against AUM growth, not impressions.
Fee-only registered investment advisors, $250M to $5B in AUM. Often single-office, often partner-led, often capacity-constrained at the advisor level.
Niche-targeted lead acquisition, marketing-rule-aware content, advisor calendar protection, back-office paraplanning, and a quarterly AUM-attribution report.
Community and regional banks with wealth management or trust divisions. Branch-anchored, deposit-rich, often under-monetised on the wealth side.
Cross-sell models from deposit households to advisory relationships, branch-level lead routing, advisor onboarding, and content reviewed against bank legal.
UHNW-focused practices inside wirehouses or independent platforms. Discretion-first. Referral-driven. Lead generation is reputation, not paid media.
Confidential thought leadership, COI-network development, family-office referral motion, and a back office that handles the operational tail.
Commercial-lines and life-insurance brokerages, often state-licensed across multiple jurisdictions. Renewal-cycle dependent. Producer capacity is the bottleneck.
Producer-territory lead acquisition, renewal-cycle marketing, account-management staffing, carrier-paperwork operations, and renewal-rate reporting.
| Layer | Roles & systems | Cadence |
|---|---|---|
| Acquisition | Niche SEO, paid search aligned to SEC marketing rule, COI outreach, gated thought leadership. | Weekly performance, monthly AUM attribution |
| Lead qualification | Inbound call center, suitability screening, KYC pre-fill, advisor calendar booking. | Live during business hours, after-hours queue |
| Advisor support | Paraplanners, financial-plan drafters, meeting prep, post-meeting follow-up, CRM hygiene. | Per advisor, per meeting |
| Compliance content | Marketing-rule-aware draft authors, citation verification, archive-ready Word/PDF outputs, supervisory queue handoff. | First-draft within 48 hours |
| Reporting | Cost per qualified household, advisor-capacity utilisation, AUM attribution by source. | Quarterly |
6 to 60 series-licensed and back-office operators, embedded in 30 days, employed under our entity, with confidentiality and supervisory protocols mapped before access.
Every external-facing asset routed through a supervisory queue. Books-and-records archive maintained for 5 years. SOC 2 Type II underway.
| Dimension | Posture | Notes | Status |
|---|---|---|---|
| SEC marketing rule | Mapped | Every asset routed through supervisory queue before publication. | Active since founding |
| FINRA 2210 | Aligned | Retail-comm-aware drafting, fair-and-balanced reviews on every piece. | For broker-dealer engagements |
| Books & records | Archived | All client communications archived per Rule 204-2 requirements. | 5-year retention minimum |
| SOC 2 Type II | In progress | Audit firm engaged Q1 2026. | Expected Q3 2026 |
| State privacy | Tracked | California CCPA, NY SHIELD, Texas HB 4, Reg S-P. | Quarterly review |
| Cyber + E&O | Active | $5M cyber liability, $3M E&O. | Renewed annually |
SEC marketing-rule guidance tracked weekly. State-level financial regulation tracked monthly. Supervisory-queue audit available on request.
Cost per lead and cost per click fail in wealth management because they stop at the form. Between the lead and the booked first meeting sit suitability screening, KYC pre-fill, household-level qualification, and the practical reality that most leads do not match the practice’s minimum.
Cost per qualified household measures every marketing dollar against every household that lands on an advisor’s calendar at or above the practice minimum. It folds in the disqualification rate, the no-show rate, and the calendar discipline upstream metrics ignore.
Famaash reports CQH quarterly by source, by advisor, and by household segment. The first report ships at Day 90. It is the first time most practices see their acquisition cost grounded in qualified meetings, not impressions.
The metric compounds. Channels that look cheap on CPL often disqualify out at the screening layer. Channels that look expensive on CPL frequently turn out to be the highest-AUM source the practice has.
An audit and supervisory-mapping phase, an activation phase, and a quarterly cadence with the first report shipping at Day 90.
An anchor multi-family RIA · Northeast · $4.2B AUM
Before the engagement, the firm’s six lead advisors were spending eleven hours a week on plan drafting, post-meeting follow-up, and CRM hygiene that should have been off their plates years earlier. The capacity ceiling was not market demand. It was the calendar.
The first decision was a supervisory-queue map executed before any external content shipped. The audit identified that 68% of the firm’s inbound was disqualifying out at the household-minimum check, and that two of the firm’s three referral channels were under-screening at intake.
The paraplanner layer went live in Week Five. The qualification call center followed in Week Six. The compliance content motion launched the same month with first drafts routed to the CCO queue inside 48 hours of brief.
The firm now runs at 2 hours of advisor admin per week. Net new AUM moved from $110M annually to $340M, on a flat marketing budget. The quarterly CQH report is the document the managing partner walks into the partners’ meeting holding.
A four-question audit benchmarked against the Famaash anchor RIA. Numbers in your inbox the same day. NDA-first, supervisory-queue-aware.