29 June 2026
There’s a story about Pablo Picasso sketching in a café. When someone questioned the price of a drawing that took only minutes to create, he replied: it had taken him 40 years.
It’s a reminder that the value of expertise isn’t in the time it takes, but in the years behind it.
The same is true in business advisory.
Many SME owners assume good advice is about technical knowledge. But in reality, the difference between good and great advisors is something harder to define, and far more valuable.
In this article, we explore what actually sets high-performing advisors apart, and what that means both for the businesses they support and the people who want to build a career in advisory.
Breadth of experience
Advisors who have worked across different industries, held different roles or collaborated with lawyers, bankers, valuers and other specialists often develop a broader understanding of how businesses operate and the challenges owners face.
Working with a wide range of clients exposes advisors to different ways of solving problems. Over time, those experiences become a reference point that helps inform future decisions and recommendations.
Technical expertise
Technical knowledge is foundational to advisory work - but on its own, it’s rarely what clients value most. As Allister Blyth, Director at AR & B Advisors says, “It’s not necessarily about knowing every piece of legislation.”
Business owners are constantly weighing opportunities, risks and competing priorities. What they need is someone who can quickly assess what matters, identify potential roadblocks, and understand how a decision plays out across the broader business.
Technical expertise underpins these conversations - but experience and judgement determine how effectively it’s applied.
Clear communication
Being technically capable also requires the ability to communicate complex ideas clearly. As Allister explains, “It’s important to be able to cut through all the technical jargon and make it sound simple.”Strong advisors remove the complexity for their clients, and help them see what matters so they can move forward with confidence.
In practice, this means better decisions, made faster, without getting lost in detail.
Measured confidence
Confidence is often the first thing Allister notices in a potential new hire. Advisors need to be comfortable leading conversations, discussing difficult topics and providing recommendations, particularly when clients are navigating uncertainty or making significant decisions. However, Allister also believes that confidence should be balanced with self-awareness. “Confidence is always important, but it needs to be a measured confidence,” he says.
Knowing what you don’t know
One of the clearest signs of professionalism is the ability to acknowledge uncertainty. “One of the traps people fall into is not being able to admit when they don’t know something,” Allister says.
No one person can be an expert in every area. Clients appreciate the honesty and are often reassured when advisors are willing to pause, gather more information and return with a considered recommendation.
Listening skills
Advisory is as much about understanding people as it is about understanding numbers. Conversations often extend well beyond tax and compliance into succession plans, retirement goals, family circumstances, health concerns and major life events alongside business performance. As Allister notes, “We probably know more about our clients than their doctor does.”
Strong listening, empathy and taking the time to understand a client's circumstances lets good advisors provide more holistic business planning, tailoring their advice and considering priorities beyond tax savings or compliance obligations.
Commercial maturity
Commercial maturity is the quality Allister believes separates capable advisors from exceptional ones. “Commercial maturity is hard to teach,” he says. “It’s being able to decipher a lot of information in a short amount of time, cut through the rubbish and find the crucial point.”
It comes from exposure: different clients, industries, challenges and decisions over time. For clients, it means sharper judgement and clearer direction.
What AR & B looks for in its advisors
Allister’s father (an industry veteran) used to say, “10 per cent of the fee accounts for 90 per cent of the value.” It’s a sentiment that echoes the Picasso story. The real value of advisory isn’t just in the work delivered, but in the person behind it.
That’s what defines a great strategic advisor: not just technical capability, but the combination of experience, clear communication, humility, strong listening skills and the judgement to focus on what matters most.
At AR & B, these are qualities we actively look for, develop and celebrate in our team. It’s what allows us to give clients clarity in complex situations.
If you're looking for an advisor who can help you navigate complexity and focus on what matters most to your business, get in touch with the AR & B team.