Oct 13, 2026 · 1h 30m
A $150 million firm stays lean with outsourced support
Ep 511: Outsourcing And Managing Client Headcount To Stay Lean As A Two-Founder, $150M Firm with Ashlee deSteiger
Gunder Wealth Management shows how a two-founder advisory firm can expand capacity without turning growth into a large internal organization.
- 1Fractional administrative and paraplanning support helped two founders protect advisory time while maintaining service continuity.
- 2Client segmentation, engagement scoring, and advisory-board feedback gave the firm a more deliberate way to manage growth.
- 3Ashlee deSteiger defines success through flexibility, family, and control rather than maximizing assets or headcount.
Don't miss
Ashlee deSteiger explains how the firm uses revenue and engagement scores to identify relationships that may no longer be producing enough value or implementation.
The brief
Ashlee deSteiger and her husband, Joe, built Gunder Wealth Management into a roughly $150 million firm serving about 100 households, while keeping the operation free of in-house staff.
The firm began with a fractional virtual assistant and later added outsourced paraplanning, shifting paperwork, account operations, tax scenarios, and routine planning work away from the founders.
A nine-month pause on new-client growth, household scoring, and a rotating client advisory board helped Gunder measure service quality and sharpen its definition of a valuable relationship.
Social-media posts aimed at younger families became an unexpected source of clients, often converting former colleagues and acquaintances after major financial life events.
The central trade-off is deliberate: delegation and selective client transitions create capacity, while success is measured by flexibility, family, and control rather than maximum scale.