A COO's role differs with each firm. That makes evaluating their performance all the more complex.
During my recent interview with Lisa Cook of Pacific Portfolio Consulting and Erica Farber of Balentine for our latest
COO Roundtable podcast, I relayed to them a recent conversation I had with an RIA owner. He was frustrated with his firm’s COO and was wondering what metrics he should use to evaluate the COO’s performance. I said to him, “You have a good COO if you, the owner of the business, aren’t being forced to deal with HR, technology, or other operations-related issues. But if you still don’t have enough time dedicated to growing the business through business development efforts or through referrals from your existing clients, then your COO needs to step up and take more off your plate.”