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You should’ve made partner or left approx. 10 years ago.
Consider other factors. A few ‘policy’ issues aside, are you content/happy with current lifestyle? In my experience money doesn’t ensure contentment and the grass isn’t always greener in another paddock … e.g. work life balance unlikely to be the same as you go the extra mile to prove your worth to a new boss/bosses, peers and clients. Will your path to partner be as assured?
Not sure of your relationship with your current boss but it’s probably worth having the partner conversation with him/her before making a life changing decision. Also, consider that you’ll have capacity to influence policy and a raft of commercial imperatives once you become partner.
That’s generally the nature of the beast with a small firm. I’ve found that whatever your boss is when you start is what they’ll always be.
In what way do you “disagree with boss’ way of running the office”? That’s too broad for us to really give you good advice. It could mean inefficient staffing or unethical practices, or maybe just picking different cases than you would want to take on. All have wildly different approaches to resolving.
Start looking at your exit options. Knowing your options is unbelievably empowering for being able to stand your ground and advocate for changes.
Then think carefully about what you want changes, and how that works for everyone. What does consistent staffing policies look like, what does staff performance standards look like? Start presenting these as whole-cloth solutions that can be implemented. It will not only help make it easier for the partner to say yes and implement the changes, but also show that you’re thinking about it like an owner, which gives him confidence that adding you as an equity partner (and eventual firm heir) is the right decision.
As far as working remotely, that is an office-by-office decision. Some places have no problem with it, and others just don’t have the personalities to make it work. I will say that one of the most demoralizing things I’ve seen is when the boss can (and frequently does) work remotely, but the staff can’t, and there’s no clear reason why there are different policies other than roles. Nobody likes to feel lesser.
Chief
I am in literally the same boat but I'm 5 years in. I have a lot of say in things but I can't control my bosses every move and he does so many things I would never do. I know he loses clients by the way he acts hecause sometimes they call wondering if I will help them and not have my boss involved. It's his office though and I feel lucky for even having any say in things plus he treats me very well. My boss spent decades building his business. Who am I to come in and try to change how he does things?
This is literally what I am thinking. He built the business as successful as it is for a small firm in a niche market. He must’ve done something right and that’s probably why I stayed too. Things are just coming up to surface now for me
a lot depends on what the market looks like in your area. It might be better to stay for now and try to somehow increase your skills to make you more marketable
I don’t think there’s enough info here to give an answer. The short answer is that if you can’t change those things then leave. What are the things you disagree with? Have you thought about how you might change those things? What would happen if you left, to join another firm or start your own?