Advisor Marketing Made Simple
Episode: Advice Line: How To Segment Your Practice For Different Client Types (Jack Hudson)
Date: October 1, 2025
Hosts: Taylor Schulte & Kendra Wright
Guest: Jack Hudson, Applied Capital
Episode Overview
In this "Advice Line" episode, Taylor, Kendra, and guest advisor Jack Hudson tackle the complex challenge of segmenting a financial advisory practice to better serve multiple client types and enhance marketing effectiveness. Jack, who runs a $190M AUM firm with offices in Nashville and Little Rock, seeks guidance on clarifying his ideal client profile and developing a focused LinkedIn marketing funnel, without alienating either affluent or younger, emerging clients.
Key Discussion Points and Insights
1. Jack’s Context & Core Challenge
- Jack’s Firm: Generalist approach, heavy focus on tax planning, two-office structure (Nashville & Little Rock) with slightly different client/service emphases ([00:00]-[01:42]).
- Main Issue: Building an effective LinkedIn marketing funnel amid unclear ideal client avatars (ICPs) and operational complexity ([00:25]-[01:42]).
Quote:
"…I might have a bigger underlying question of really trying to clarify my client avatar. And that's what I really need help with."
— Jack Hudson ([00:25])
2. Current Growth Engine & Limitation
- Primary Growth Sources: Dave Ramsey’s SmartVestor Pro, client referrals, and Centers of Influence (COIs) ([01:52]).
- Limitation: Existing channels do not sufficiently target or attract desired higher-AUM clients ([02:18]).
Quote:
"We want to grow more efficiently, get to that kind of next level of client avatar."
— Jack Hudson ([02:22])
3. Operational Complexities Between Offices
- Website and branding decisions require cross-office collaboration, complicating targeted messaging ([02:32]-[03:19]).
- Nashville focuses more on comprehensive planning, Little Rock leans investment management ([03:24]-[03:59]).
4. Client Segmentation Dilemma
- Nashville wants to move up-market (targeting $2–10M clients), but junior advisors want to serve modest accounts and younger "Henry" (High Earner Not Rich Yet) professionals.
- Concern about opening the floodgates to smaller, resource-intensive clients ([05:12]-[09:34]).
Quote:
"I would be very nervous myself with my junior advisors, their resources being sucked up by these clients that we don't really do our best work for."
— Taylor Schulte ([08:23])
5. Potential Solutions for Segmentation
- Departmentalization: Proposed separate service models, teams, and fee schedules for core (affluent) and emerging (Henry/young professional) clients ([10:27]-[11:16]).
- Jack confirms this is being implemented.
- Currently offering: AUM-based, fee-for-service, and hybrid structures, but the options feel convoluted ([11:24]-[13:00]).
Quote:
"I always struggle giving people options like, here's the menu and you can decide."
— Taylor Schulte ([12:47])
6. Website & Brand Architecture Examples
- Taylor recommends looking at "Signature FD" as a model: umbrella firm with niche-focused departments (e.g., Signature Law, Signature Women, Entrepreneurs).
- Suggests creating an initial “Who are you?” selection on the website to route prospects to the correct service/department ([14:26]-[16:30]).
7. Implications: Funnel Complexity & Marketing Efficiency
- Multiple segments mean multiple funnels are required.
- Each funnel needs to be tailored to distinct problems, pain points, and service models ([17:10]-[17:45]).
8. Defining and Targeting the Ideal Client (ICP)
- Jack’s top prospects: pre-retirees with $2–10M and business owners post-liquidity events; acknowledges these are distinctly different personas ([18:50]-[20:28]).
- Taylor stresses: LinkedIn is best for targeting by career/company, not retirees ([20:28]-[22:07]).
- Success on LinkedIn demands clear targeting; e.g., focus on aerospace engineers, lawyers ([22:07]-[24:32]).
Quote:
"To me, those are two different things. I think LinkedIn can be a viable strategy…but you’re gonna have to…get a little more narrow."
— Taylor Schulte ([20:28])
9. Building an Effective LinkedIn Funnel
- Jack’s current approach: Weekly tax planning posts, planning to produce a LinkedIn newsletter ([26:06]-[27:36]).
- Challenge: Can’t export LinkedIn newsletter subscribers’ emails ([26:06]-[28:30]).
- Solution: Host webinars (to collect emails at registration) or use lead magnets (cheat sheets, guides)—must build process to move prospects from LinkedIn to owned platforms ([27:36]-[28:30]).
- LinkedIn best practices: Post 3x/week minimum. Consistent outreach to prospects (Sales Navigator), ICP-focused profile/headline, content tailored for platform, regular connections with ideal clients ([28:40]-[36:00]).
Quote:
“There are ways to drive off platform, but it’s not fast…so much to learn just about LinkedIn.”
— Kendra Wright ([32:40])
10. Consistency and Process: Keys to Success
- Targeted connections + regular, valuable posts + strategic calls to action (CTAs) to move prospects from LinkedIn to email list to sales process ([36:00]-[38:31]).
- Each stage (connection, content, email/newsletter, sales process) must be systematized and continually optimized ([38:31]-[41:04]).
11. Action Plan & Implementation
- Top of funnel: LinkedIn connections with targeted ICP.
- Middle: Consistent ICP-relevant content; small % to email list.
- Bottom: Clear, specialized sales process reflecting client segment.
- Build website around segmented journeys (e.g., "Who are you?" selector).
- Jack’s action: Move toward the “Signature FD” segment/dept. model, tailoring processes for each client type ([41:07]-[42:23]).
Quote:
“Once we have that, then it’s trying to build out the funnels in a, in a more targeted way...really honing in on who’s that ideal client prospector and going down that route.”
— Jack Hudson ([41:37])
12. Closing Recap & Takeaways
- Narrow focus and clear segments are crucial before launching advanced marketing funnels.
- Full funnel approach: Connection → Content → Email → Sales.
- Consistency and specialization build both marketing and operational efficiency, supporting scalable growth ([42:23]-[44:42]).
Quote:
"I think a lot of advisors…have a lot of marketing activities, but very few marketing funnels.”
— Kendra Wright ([43:39])
Notable Quotes & Memorable Moments
- “The irony is that the headline's a little bit generic. So we need to get a little bit more specific there.” — Kendra Wright ([30:56])
- "You have to be so consistent and so valuable that all these connections I'm connecting with, like, they, they can't ignore me." — Taylor Schulte ([36:43])
- “Hopefully this will shorten your to do list, narrow your focus and give you a clear plan for moving forward…” — Kendra Wright ([44:06])
Important Timestamps
| Segment | Timestamp | |-----------------------------------------------|:--------------:| | Jack introduces core challenge | [00:25] | | Segmenting clients & service model dilemma | [05:12]-[11:16]| | Departmentalized firm examples (Signature FD) | [14:26]-[16:30]| | Ideal Client Profile (ICP) deep dive | [18:50]-[24:32]| | Funnel-building strategies on LinkedIn | [28:40]-[36:00]| | Jack’s action steps & recap | [41:07]-[44:42]|
Summary: Actionable Takeaways
- Clarify and commit to distinct client segments, possibly mirroring the “Signature FD” model with niche-focused teams.
- For each segment, build a separate marketing funnel:
- Top of funnel: Systematically connect with ICP via LinkedIn (Sales Navigator/targeted search).
- Middle: Share consistent, high-value content tailored to ICP.
- Transition: Lead magnets/webinars to capture email addresses and move prospects to an owned email channel.
- Bottom: Develop streamlined, specialized sales processes and clear website pathways for each client type.
- Prioritize depth over breadth: Focus on one segment and one marketing channel at a time for systemized, efficient growth.
- Optimize your digital assets: LinkedIn profile and website must speak directly to your ICP, minimizing ambiguity and friction for prospects.
This episode serves as a blueprint for advisors struggling with growth plateaus or mixed-client bases—providing both granular, funnel-specific tactics and big-picture strategic clarity.