Alan Whitman challenges firm leaders to embrace uncomfortable questions as catalysts for organizational transformation. His central thesis: we are already advisors, trapped not by capability but by inherited paradigms that no longer serve our evolving purpose.

Jason and Alan discuss how advisory and compliance were once integrated, but now we’ve artificially separated them. Modern firms must position traditional services as support structures for advisory work, not the primary focus. This requires asking: “Is this really our highest and best use to the organization?”

Some specific reflection points from this episode are how many leaders are actively questioning their status quo versus simply going through the motions? The “ShoShin” approach—embracing beginner’s mind when facing major changes—demands we start from scratch rather than incrementally adjust failing systems. Begin with uncomfortable questions that challenge existing assumptions. Evaluate whether you’re accumulating clients or strategically building practice. Assess which non-negotiables could most transform your firm’s trajectory.

As a reminder, transformation is not about perfection, but about courageous, intentional movement toward our highest organizational potential. We are architects of possibility, constantly redesigning our structures to align with our evolving vision of what professional services can become.