The financial advisory business has long been driven by performance metrics and product sales—but Levi Pettit thinks that’s the wrong starting point. The managing partner of Dornick Wealth Management is part of a new generation of advisors arguing for a shift: away from returns-at-any-cost, toward deeply personalized, goals-based planning.
“Returns are important,” Pettit said. “But they need to align with your personal financial plan.”
That means understanding not just risk tolerance or time horizon, but whether a client hopes to fund a grandchild’s education, retire early, donate to charity, or pass along a business. Pettit’s approach places those priorities at the center—then builds everything else around them.
The Family CFO Model
Pettit describes Dornick’s role as that of an outsourced CFO for families. His clients, he says, are the CEOs of their households. “They make the executive decisions,” he explained. “Our goal is to give them the plan and the strategies to achieve those goals.”
This relationship goes well beyond portfolio construction. Dornick coordinates with outside professionals—CPAs, estate attorneys, insurance providers—to ensure a client’s entire financial picture is aligned. The firm’s advisors are involved in everything from business transitions to real estate purchases to determining when to exercise stock options.
“Any decision that has a dollar sign in front of it—we want to be part of that conversation,” Pettit said.
The firm’s onboarding process reflects that commitment. New clients don’t transfer assets until they’ve reviewed a detailed plan and signed off on an investment policy tailored to their objectives. That front-loaded approach takes time, but Pettit believes it builds the trust necessary for long-term success.
A Different Kind of Success Metric
Dornick doesn’t measure its impact by AUM growth or market outperformance. “Our goals are our clients’ goals,” Pettit said. “We measure our success by their ability to achieve those goals.”
In practice, that means prioritizing planning over pitching. Advisors don’t operate under sales quotas, and the firm grows mostly through referrals. Pettit views those client introductions not just as a source of new business, but as the clearest vote of confidence an advisor can receive.
That same mindset drives Dornick’s risk management process. Rather than adjusting portfolios in response to headlines, the firm leans on disciplined structures and client-specific decision frameworks. During volatile periods, advisors check in—not just with market commentary, but with questions about how clients feel and whether their plans still make sense in light of new information.
It’s all part of what Pettit sees as a necessary evolution in the industry. As investment management becomes increasingly commoditized, he believes advisory firms will differentiate themselves not by promising better returns, but by providing deeper, more thoughtful service.
“We want to make sure that our clients feel taken care of,” he said. “That’s what they’re paying us for. Not just performance—but peace of mind.”