Reporting for Wealth Management That Shows Which Clients Have Not Been Spoken To

A wealth practice runs on two things: relationships that stay and new money that arrives. Almost every reporting stack in the trade measures the second badly and the first not at all, because assets under advice moves with markets and makes an average year look like a good one. These five reports are chosen to describe what the practice actually did.

Client review coverage

Every relationship ranked by time since the last documented review, with assets and adviser beside it. It decides who gets called this fortnight. A bad number is a group of long-standing clients with no substantive contact in over a year, which is almost always where the next attrition comes from and is entirely preventable.

Net flows

Inflows minus redemptions and stopped instructions, weekly, by adviser and segment. It decides whether the practice is growing through its own work rather than through the market. A bad number is rising assets alongside negative net flows, which is a comfortable illusion that can persist for several quarters before anyone confronts it.

Onboarding stage ageing

New relationships between first meeting and first funded transaction, showing the step each is stuck at and for how long. It decides which paperwork gets chased today. A bad number is a cluster stalled at documentation, which is rarely a client problem and usually a follow-up problem inside the practice.

Recurring mandate health

Registrations, active instructions, and those stopped or failed, with days since the stoppage. It decides the servicing team's work list. A bad number is a lengthening list of failed instructions, many of which are bank detail issues that become client conversations only because nobody rang within a week.

Acquisition pipeline with referral sources

Prospective relationships by stage and expected value, attributed to a named referrer. It decides where the principal spends relationship time. A bad number is a pipeline dominated by a general referral category, which means attribution is being guessed and the ranking cannot be trusted.

Review coverage. It needs one date per relationship, produces a call list on day one, and protects revenue that is already earned. Net flows comes second because it takes slightly more setup and is the number that changes how the practice talks about growth. Everything else can wait a quarter.

A report that produces discussion but no action is a habit rather than a management tool. These five each end in a call, a chase or a decision.

A dated record of every substantive client conversation, not only the ones that produced a transaction. One adviser owning each relationship. Referrers captured by name at first contact. Onboarding treated as stages with dates rather than as a single status. Mandate stoppages logged when they happen. A closed list of attrition reasons completed by the adviser. Hold that for a month and the reports stop being debated and start being worked.

Assets under advice by month is the most common example: it moves with markets and rewards nobody. Meetings held per adviser without funding outcomes beside them encourages diary filling. Product mix charts are interesting once a year at most. The test is whether a named person changes what they do because of the number. If not, remove it, and the five that remain will actually be read before the meeting rather than during it.

It does not value portfolios, produce client statements, maintain transaction records or generate the regulatory reporting your business must file. Those stay where they already live. What this adds is the honest relationship picture that platforms are not built to give you.

Read next: all CRM features, lead management software, sales automation, AI CRM, CRM versus spreadsheets, CRM by industry, and India pricing.