Fresh MBA graduates typically chase consulting gigs or investment banking roles. Levi Pettit went a different route, launching his own wealth management firm straight out of Pepperdine’s Graziadio Business School.

Dornick Wealth Management represents more than just another RIA startup. Pettit’s background in family office investing and his systematic approach to client relationships signal a different kind of wealth management firm—one designed around service quality rather than asset accumulation.

The decision to launch Dornick wasn’t part of Pettit’s original plan. “If you would have asked me prior to business school, ‘Are you going to start your own business when you leave?’ I would have told you no,” he admits. “But here we are two years later and it’s exactly what I’m doing.”

What changed his mind was exposure to the RIA space through Pepperdine’s alumni network. Conversations with experienced professionals in the registered investment advisor world opened his eyes to possibilities he hadn’t previously considered.

“I didn’t really know this RIA space, this registered investment advisor space, and that these RIAs are independent, they come in all different shapes and sizes,” Pettit explains. “It really can cater to specific niches and certain clientele.”

The entrepreneurial leap makes more sense when considering Pettit’s professional background. Unlike typical MBA grads entering wealth management, he brings years of experience managing private equity and venture capital investments at a family office. That’s institutional-level experience that most advisors never acquire.

This background shapes Dornick’s investment approach. The firm offers both traditional and alternative investment opportunities, drawing on Pettit’s expertise in private markets to provide clients access to deals they might not find elsewhere.

“If my clients are interested in private deals, I want to make sure that they have that opportunity,” he says. “I’m presenting them unique opportunities that they may not be able to find on their own.”

Breaking the Sales-Driven Model

What sets Dornick apart isn’t just investment expertise—it’s the deliberate rejection of industry practices that prioritize advisor revenue over client outcomes. The firm operates on what Pettit calls a “concierge-level” service model.

This translates to practical differences in how the firm operates. Advisors are capped at 45-50 client households, ensuring adequate attention for each relationship. The firm also provides comprehensive financial planning upfront without charging fees, allowing prospective clients to evaluate the service before committing assets.

“The relationship doesn’t end when you transfer your assets over and we begin managing your assets,” Pettit notes. “That’s when the relationship really begins.”

This approach requires confidence in the value proposition. Most advisors can’t afford to invest significant time in prospects who might not convert. Pettit’s willingness to do so suggests either exceptional confidence in his process or a different definition of business success than traditional metrics would suggest.

The former student-athlete credits his time as captain of the University of Texas at Dallas golf team with teaching him the discipline required for this approach. The process-over-results mindset from competitive athletics translates directly to wealth management.

“What I enjoyed the most was the process, the preparation, the work that you put in leading up to the tournament,” he reflects about his golf career. That same philosophy now guides how Dornick approaches client relationships.

Market Opportunity

The timing appears favorable for Pettit’s approach. Wealth management clients are increasingly sophisticated and skeptical of traditional advisor relationships. The combination of fee transparency concerns and desire for personalized service creates an opening for boutique firms with differentiated models.

Pettit’s target market spans multiple generations, from next-generation wealth builders to high-net-worth individuals preparing for succession planning. This breadth requires different service approaches for different life stages—something larger firms often struggle to provide.

Whether Dornick’s model can scale while maintaining its boutique characteristics remains an open question. The constraints Pettit has built into the business create natural growth limitations but also potential for premium pricing and strong client retention.

For an industry facing increasing pressure to demonstrate value beyond basic portfolio management, Pettit’s approach offers a compelling alternative to traditional models. His perspective on wealth management evolution will be worth tracking as Dornick establishes itself in the market.