Squaring that experience with growing tenfold could be tricky, she admits. But she says that is why having the right project plan is so important.
TFP is currently working under a typical hierarchy structure whereby advisers and directors sit at the top and support staff at the bottom.
But in its growth plans the firm is toying with a more horizontal structure, whereby several micro teams would be set up horizontally and then scaled up at the same time.
"I'm very pushy on the fact that if you have a brilliant administrator why should they be less important than anyone else, because the business wouldn't be able to function [without them]," says Maynard.
"Although we have an organisational chart that asks us to follow that traditional thing at the moment, I hate it. I bring it up every time.
"I think at the end of the day, I've made it very clear that although there are career pathways, especially in TFP because we want to scale up so much in the next five to 10 years, there's so much opportunity for all of the people we've got now to become really big leaders of different departments [if they want to].
"There should be no weighting on different roles in my opinion, anyway."
When it comes to what this means for growing the business, she says: "If you can almost recreate 10 of what we've got now in 10 pods, then you can give that same experience to 10 banks of clients.
"If it got to the point where it became a detriment, that they didn't feel this boutiquey feeling, then we'd stop. Because at the end of the day our focus is our clients and our team, so if it got to the point where one of them says 'oh this feels really corporate now', we'd shut it down. We're not doing that, that's not us."
Team comes first
Maynard says team management is often a "massively neglected thing".
"I've always wanted to make sure that our team is kind of first because I'm a firm believer in what you put in you get out," she says.
"If you don't give your team anything to be happy about and you don't focus on their wellbeing and stuff like that the outcome that you get is not going to be the best outcome for our clients or our community."
In fact, it was a problem in the team that led to her stepping into her current role in the first place.
She says upon coming back after maternity leave she noticed that something about the office culture was not right. "Something was wrong in our office and it was very dull and bleak," she says, adding it became clear to her the business needed a reshuffle of its staff.
