ARCANA STRATEGY

Services


Helping wealth management firms turn client knowledge and referral relationships into structured, institutional assets.

01

CRM and client intelligence

A firm’s CRM, the records held in its back-office system, is the library of the business, and increasingly the source its AI tools draw on. Its value depends on what reaches it, and a significant part of what a firm knows resides with individuals rather than in the system.

We establish what should be recorded and apply that standard across the firm’s clients and contacts, working alongside the team so that the structure reflects their existing practice and the firm is equipped to maintain it independently.

The work includes
  • Establishing what client and contact information should be recorded
  • Reviewing what is already held
  • Identifying gaps and inconsistencies
  • Applying a consistent structure across the records
  • Setting a standard the firm can maintain independently

We work within a firm’s existing system, and with the people who hold what it does not yet contain.

What the firm knows becomes institutional rather than individual: consistent across advisers, and available to whoever needs it.

On AI and record quality

What was built to hold information is now being asked to produce it.

Back-office systems increasingly use AI to summarise meetings, prepare advisers for reviews and surface relevant information. They draw on what the firm has captured, and cannot account for what was never entered.

The structure therefore has to come first. Where these tools are already in use, the work improves what they return. Where they are not, it prepares the firm for adoption.

02

Introducer strategy

Introducer relationships are among a firm’s most important sources of new business. They warrant the same discipline a firm brings to its clients, and a distinct approach of their own.

Much of the underlying information already exists in the CRM: who introduced whom, when, and with what result. But a record of origin is not yet a strategy for the relationship.

We map the firm’s introducer relationships and assess their historic contribution and future potential.

The work includes
  • Mapping the firm’s introducer relationships
  • Assessing what each relationship has produced
  • Identifying where further potential sits
  • Establishing which relationships require attention
  • Assigning internal ownership
  • Defining an appropriate engagement cadence

Referral activity becomes something the firm directs rather than receives.

On maintaining referral relationships

Bringing structure to the firm’s principal growth channel.

Different introducers value different forms of engagement. A uniform approach is therefore unlikely to be effective.

The position we produce covers every referral relationship a firm holds, not only the few already front of mind.

Engagements

Each engagement begins with a defined scope and an agreed set of outputs.

The work is built with a firm’s own advisers rather than delivered to them.

Client information stays inside the systems and arrangements a firm already has. We work to the firm’s own standards, under terms agreed before an engagement begins.

The two services can be taken independently or as a combined engagement.

Every engagement begins with a conversation.

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