Presidio Capital Management
Target Operating Model — Internal Strategy
Purpose-Built Operating System
Operating System & Management Cadence
Built for
Scalable Growth
A purpose-built operating system for a fast-scaling RIA — designed to take the firm from $500M to $5B AUM through disciplined infrastructure, talent, and process.
$500M
Starting AUM
$5B
Target AUM
10–20
Person Firm

Most firms do not fail because of lack of vision. They fail because execution becomes fragmented, priorities compete, collaboration becomes reactive, and important initiatives never receive dedicated execution time.

Core Philosophy — The Main Problem We Are Solving
The Core Operating Cycle
01
Step One
Plan
  • Determine what matters most
  • Define who owns each priority
  • Identify required resources
  • Map collaboration dependencies
02
Step Two
Execute
  • Dedicated time scheduled for work
  • Execution not left to chance
  • Collaboration intentionally structured
  • Working sessions booked in advance
03
Step Three
Review
  • What worked — and what failed?
  • What was learned?
  • What changes are required?
  • Reset and repeat the cycle
The Three Pillars of Scalable Growth
Pillar I
Infrastructure
The foundation that allows the organization to scale without chaos. Most firms underinvest here until growth creates operational pain.
CRM Systems Portfolio Mgmt Compliance Automation Brand & Media Client Portals
Pillar II
Talent
The multiplier. Growth is constrained by leadership capacity, execution capability, and organizational alignment. Recruit A-players with ownership mentality.
CEO / COO / CGO Advisors Operations Planning Cultural Fit
Pillar III
Process
Creates repeatability. Without process, every initiative becomes custom, execution becomes inconsistent, and scale becomes impossible.
Workflows Cadences Accountability Handoffs SOPs
Monthly Sprint System
Week 1
Plan
Set sprint priorities, define ownership, schedule execution sessions
Week 2
Execute
Protected execution time — structured collaboration, working sessions
Week 3
Execute
Continue focused execution on sprint deliverables and initiatives
Week 4
Review & Reset
Assess results, capture learnings, plan the next sprint cycle
Weekly & Monthly Operating Cadence
Weekly
Leadership Meeting
90 minutes — Monday
Strategic alignment and cross-functional coordination. Opening alignment, executive updates, dependency review, sprint confirmation, and closing decisions.
Opening Alignment Exec Updates Dependencies Sprint Confirm Decisions
Weekly
Wealth Management
Execution-focused
Advisor coordination and client execution alignment. Active planning cases, client opportunities, service bottlenecks, and implementation issues. Not a strategy or brainstorming session.
Planning Cases Client Opps Service Gaps Implementation
Weekly
Growth War Room
Execution meetings
Collaborative problem-solving and implementation. Offer development, campaign creation, workflow design. Not reporting meetings — pure execution collaboration requiring practitioner input.
Offer Dev Campaigns Workflow Design Implementation
Monthly
Monthly Business Review
Operational + Strategic
KPI review, sprint retrospective, infrastructure audit, resource allocation review, and next sprint planning. Evaluate legacy tools, unnecessary subscriptions, and automation opportunities.
KPI Review Sprint Retro Infra Audit Next Sprint
Quarterly
Quarterly Business Review
Replaces MBR — Q4
Expanded strategic review. Annual goal progress, organizational redesign considerations, long-term infrastructure planning, and forward direction-setting for the firm.
Annual Goals Org Design Infra Planning Direction
Ownership Structure
Chief Executive Officer
Vision & Strategy
Sets Firm Direction Strategic Relationships Culture & Values Enterprise Leadership Guides All Pillars
Growth
Growth & Client Acquisition
  • Growth strategy & system execution
  • Marketing & media
  • Client acquisition pipeline
  • Brand & content ecosystem
  • Grand Slam Offer development
  • Technology & systems stack
  • Firm-level analytics & intelligence
  • Strategic initiative tracking
Operations
Operations & Administration
  • Operational execution & process
  • Compliance & regulatory
  • Administration & HR
  • Advisor recruiting
  • Workflow design & SOPs
  • Reporting
  • Accountability infrastructure
Finance
Finance & Corporate Strategy
  • Investment process & philosophy
  • Portfolio management systems
  • Financial planning
  • Corporate strategy & planning
  • Exit planning frameworks
CGO / COO Handoff Framework

Every handoff has a trigger. Growth owns until the trigger fires — then Operations owns. Where both functions touch the same work, a defined SLA replaces the conversation.

Handoff Principle — Trigger-Based Ownership Transfer
CGO — Growth
COO — Operations
Advisor recruiting
Sourcing, outreach, closing
signed
→
Advisor onboarding
Contracts, licensing, systems setup
Client acquisition
Pipeline, proposals, closing
signed
→
Client onboarding
Docs, Schwab setup, CRM, SLA
Marketing & content
Brand, campaigns, media
review
→
Compliance review
ADV alignment, approval SLA
Tech & analytics
Stack decisions, BI, initiative tracking
inform
⇄
Ops process & workflow
SOPs, requirements, compliance
Initiative tracking
Sprint priorities, OKRs, pipeline data
sync
⇄
Reporting & billing
Fee calc, ops data, MBR inputs
CGO only — no handoff
COO only — no handoff
Grand Slam Offer development
Firm-level analytics & BI
Client acquisition pipeline
Vendor & contract management
Staff capacity & HR admin
Compliance & regulatory
Key Operating Principles
1
Ownership Over Committees
Every initiative has one owner, one accountable leader, and one measurable outcome. Collaboration exists — but accountability is singular, not shared.
2
Schedule Execution Time
Most firms assign work but never assign execution time. Working sessions, collaboration calls, and implementation meetings must be scheduled the moment ownership is assigned.
3
Separate the Cadences
Planning, execution, and review must operate as distinct meetings. Combining them creates excessive discussion, poor follow-through, and constant context switching.
4
Monthly Over Quarterly
Quarterly rocks are often too large, too vague, and too disconnected from execution. Monthly sprints create urgency, improve accountability, and allow faster adaptation.
5
Annual Plan on One Page
The annual plan is a strategic direction document — not a task list or project board. It captures revenue targets, key hires, and strategic initiatives in a single view.
6
Review Creates Improvement
The review cycle is not administrative overhead. It is the learning loop. What was completed, what failed, why, and what changes are needed. Then repeat.
The Final Principle
Vision
creates direction
Infrastructure
enables scale
Talent
drives capability
Process
creates consistency
Execution
creates results
Review
creates improvement
Presidio Capital Management — Target Operating Model — Confidential — Internal Use Only

Every strategic initiative must clear this intake before it reaches leadership. If the idea cannot be articulated here — with a clear owner, measurable outcome, and execution plan — the conversation cannot begin.

Initiative Intake — Submission Requirement
1
Submission Information
Submitter Name
Role / Title
Initiative Name
Target Review Date
Priority
One-Line Summary
If you cannot summarize it in one sentence, the idea needs more clarity.
2
Linked Pillar / Goal
Which pillar does this initiative serve?
If it does not connect to an existing pillar or goal, reconsider the timing.
Specific Objective or Key Result This Supports
3
The Idea — What & Why
What is the initiative?
Describe clearly. Anyone on the team should understand immediately.
Why does this matter now?
What is the problem, gap, or opportunity? What happens if we do nothing?
Measurable Impact
Use numbers, percentages, time savings, or observable outcomes wherever possible.
4
Ownership & Accountability
Execution Owner
The individual directly responsible for driving this to completion.
Pillar Leader / Sponsor
The CGO, COO, or Finance lead who holds accountability for this pillar.
Key Stakeholders
Teams or individuals who must be consulted or informed.
Escalation Path
If blocked, who do they escalate to and by what method?
5
Level of Effort & Resources
Estimated Completion Time
Estimated Budget / Cost
Internal Resources Needed
External Vendors / Tools
Complexity
Operational Disruption Risk
Dependencies / Prerequisites
What must be true or completed before this initiative can begin?
6
Execution Plan & Risks
Step-by-Step Execution Plan
Major phases or milestones. Demonstrate you have thought through how this gets done, not just what should be done.
Risks & Mitigation
What could go wrong and how will you address it?
7
Expected Outcome & Success Metrics
Define the End State
What has changed, who benefits, and how will you know it worked? Be specific and observable.
How Will Success Be Measured?
Complete all sections before submitting to leadership review.
Presidio Capital Management — Initiative Intake — Confidential — Internal Use Only