Nathan Parkhouse · CFP®, CIM®, FMA

Growth
Capacity Index

Seven questions. An honest read on whether your practice is structured to carry the growth you're pursuing.

Under 3 minutes
0 of 7 answered 0%
Section 1 of 3
Founder capacity & time
01 / 07Availability

When was the last time you were genuinely unreachable from your practice for more than a week?

Within the last six months — it happens regularly
Six to twelve months ago — it happened once but required significant preparation
More than a year ago — it's rare and I'm not sure I could do it now
Never, or I can't remember — it hasn't been possible

02 / 07Time allocation

How is your time currently split across the practice?

Primarily leading the business — the team handles most client and operational work
Split between client work and leading — stretched across both roles
Mostly client-facing and revenue work — little time left for leading the business
Honestly unsure — I haven't looked at this deliberately

Section 2 of 3
Decision rights & team structure
03 / 07Decision-making

How often do decisions that your team should be able to make end up coming back to you?

Rarely — the team resolves most things without me
A few times a week — mostly on judgment calls or exceptions
Daily — it's a regular pattern that hasn't changed
Constantly — I'm effectively the decision point for the whole practice

04 / 07Team structure

Does a true second-in-command exist in your practice — someone who can represent you, make judgment calls, and own outcomes independently?

Yes — this person exists and is fully functioning in that role
Partially — someone is close but not fully there yet
Not yet — it's on the horizon but hasn't been built
No — and I'm not sure the practice is structured to support one

05 / 07Structural design

When was the structure of your practice — roles, responsibilities, decision rights — last intentionally redesigned rather than just grown into?

Within the last year — we redesigned deliberately as the team grew
One to three years ago — it was addressed but things have shifted since
More than three years ago — it hasn't kept pace with where the practice is now
It has never been intentionally designed — it evolved as we added people

Section 3 of 3
Client relationship distribution
06 / 07Client relationships

If your top ten clients called tomorrow and you were unavailable, what would happen?

They'd be well-served — the team owns these relationships alongside me
They'd be handled, but they'd want to hear from me directly
There would be gaps — these relationships run through me personally
Honestly, it would be a problem

07 / 07Growth momentum

When you step back from day-to-day activity, how does the practice perform?

It runs and grows — the structure carries the momentum
It maintains but doesn't grow — things hold steady without me pushing
It slows noticeably — my active presence is what keeps things moving
It stalls — the practice is entirely dependent on me being in it

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Capacity signals detected
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Growth Capacity Index
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