Our core business is high-touch wealth advisory, but our AI-driven portfolio analysis tools are so successful that our partners want to license the software to other firms. How do we use the Core Focus™ tool on our V/TO® to determine if we should launch a separate SaaS entity or keep this technology proprietary to protect our client experience?

Question

Tyler Smith · Accepted Answer

This is a classic Visionary temptation that can easily derail a successful business. When internal technology works well, it is tempting to think you are now a software company. To evaluate this opportunity without losing your operational footing, you must run it through the Core Focus™ filter on your V/TO®.

Your Core Focus™ is defined by two things: your purpose, cause, or passion, and your niche. If your purpose is helping wealthy families navigate generational transitions, and your niche is personalized advisory services, selling software to other advisors is a major distraction that lies completely outside your Core Focus™. Launching a software business requires entirely different operational capabilities, sales cycles, and talent profiles on your Accountability Chart. If you attempt to run both businesses under the same leadership team, you will dilute your focus and degrade your core client experience.

If your leadership team believes the software opportunity is too valuable to ignore, treat it as a strategic real option. However, do not mix it with your core advisory operations. Instead, use your annual planning session to determine if you should spin out a completely separate legal entity with its own dedicated Accountability Chart, funding, and leadership team. Keep your core advisory firm focused on using the proprietary AI tools as a key differentiator within your Three Uniques™. This preserves your high-margin advisory business while allowing you to pursue the software opportunity as an independent, clean-exit play.