Selling your financial planning and investment advisor business is one of the hardest things any business owner can do. Not only is it difficult to understand the market value of your financial planning and investment advisor business and get the right purchase price, but there are personal factors that weigh heavily in the decision-making process.
If you think of your business as your baby—you're not alone. Scientific studies show that most entrepreneurs show similar neural bonds to their businesses as parents do to their children. You grew it, nurtured it through ups and downs, and developed deep personal connections not only to the business but also to the people – the team members, the customers, the suppliers, and other stakeholders. Selling your financial planning and investment advisor business the right way involves not only getting the financial aspects right but also making sure your business legacy lives on even after you transition out of the day-to-day.
It's easy to get caught up in a deal process and make mistakes. Common regrets from business owners in the foundation industry include:
Here are some common mistakes that lead to those regrets.
You might hear investors talk about push and pull factors for selling your business. Are you being pushed toward a sale by forces outside of your control like tough competition or personal reasons like health issues or is something pulling you out of the business – like the need for the business to grow beyond your capital or your desire to pursue another opportunity?
Do you understand whether your motivations for selling your financial planning and investment advisor business are value-creating or value-destroying?
Examples of value-creating reasons to sell include:
Value-destructive reasons for selling your business might include:
None of these “value destructive” reasons on their own are going to destroy your business, but understanding the concerns each one brings up for buyers is important. If you rush into a deal or go into it for the wrong reasons, you might not get what's best for you or your company's future, and buyers are even more likely to walk away during the deal process. If you know why you want to exit, you can better prepare yourself to make strong decisions that protect the future of your company after you’ve transitioned out of the day-to-day operations.
There are so many complications to think of when you sell your financial planning and investment advisor business. Not only do you need to think about what the company will look like after you're gone, but how will you preserve the culture you’ve worked hard to create and protect the livelihoods of your employees after you leave?
The best way to protect employees is to find a buyer who is aligned with your team's vision and culture, and who sees the value in growing your business and the opportunity in the financial planning and investment advisor industry.
The fear of the unknown can harm staff morale and performance. Carefully manage when and how you communicate the sale or merger with them. Walk them through your plans to protect the company's legacy and your shared vision with the new owners. Set your staff up for success by helping them see this change as an opportunity and not a threat. It's important that you keep your team and staff informed post-sale to help successfully manage the transition for all involved.
Choosing the wrong buyer can cause your company to crumble behind you, which can lead to real regret for many business owners. Decide what your personal priorities are – is it the highest purchase price or the best fit with the future owners? What do you want your involvement to look like post-closing? What changes will happen to your financial planning and investment advisor business post-closing?
Vet potential buyers carefully. This framework is a good starting place:
Interview buyers: Discuss your vision and reasons for selling. Try to understand their motivations for buying your financial planning and investment advisor business. Ask questions like "Why do you want to buy my business?" and "How can you help this company grow?".
Research their history: If you're working with an investor or an organization that acquires companies regularly, find out what their past results were like, especially in the financial planning and investment advisor industry or similar industries. Did they grow and expand their new acquisitions? Ask for references or additional information about their track record.
Get a good sense of your potential buyer before selling. Once you get the deal done, it’s too late.
Preparation is the key to a successful deal process. That means things like:
You should also do market research on the financial planning and investment advisor industry, and if you really want top dollar, prepare a future-focused business plan and a proposal for long-term growth that can help investors see the future value of your organization.
Market research in the financial planning and investment advisor industry will help you value your business appropriately. There are several ways to value a company, and the truth is that your company is only worth what someone is willing to pay for it.
Be careful not to fall into the trap of putting a value on your business because of something you heard or overheard at a financial planning and investment advisor trade show, conference, or at country club. There are many variables that go into the valuation of a business from size to geography, revenue profile, customer mix, assets, management teams, and market conditions — every business is different and has a different value at different points in time.
Selling your business without legal or financial experts can lead to unnecessary mistakes or self-imposed problems. The right professionals and “deal team” can prepare your business for sale and help you run a successful deal process, giving you confidence that you put your best foot forward.
Engage professionals early in the process and let them guide you through the steps to have the best chance at a successful sale. It’s ideal to find people who are M&A specialized and familiar with the financial planning and investment advisor industry norms.
Transitioning your financial planning and investment advisor company to new ownership should be a time of excitement and hope for the future, not a time of regret and remorse. That's why a partner like Owner 1st is so effective in helping deals and companies succeed.
We're a buy-side business broker, which means we work with the folks looking to acquire your financial planning and investment advisor business. Unlike many buy-side brokers, Owner 1st works with multiple buyers interested in the financial planning and investment advisor industry so we can find the right fit for both buyer and seller.
Working with our group of investors will help you find the right buyer for your financial planning and investment advisor business, while also giving you the opportunity to meet your financial goals. We want to help shape the future of your financial planning and investment advisor business and do what we can to help everyone have a positive outcome.
When you prepare to sell your financial planning and investment advisor business with clear intentions and expectations, you’re more likely to find the right buyer and set your company up for success in the future. You want to look back and be happy with your decision to sell and the way you ran your deal process.
Getting Prepared: what are some questions buyers might ask you?
Financial Performance
1. What are the primary sources of revenue (e.g., management fees, commissions, financial planning fees)? How is revenue distributed among these sources?
2. What are your profit margins for each revenue stream? How do these margins compare to industry benchmarks?
3. What are your major operating expenses (e.g., salaries, office rent, technology costs)? How do these expenses impact overall profitability?
4. How do you manage cash flow, particularly with client billing and investment performance? Are there any significant outstanding debts or liabilities?
5. What financial risks are associated with changes in investment markets, client retention, or regulatory changes? How do you mitigate these risks?
Client and Portfolio Management
6. What are the main demographics of your clients (e.g., high-net-worth individuals, retirees, institutional clients)? What percentage of revenue comes from each client segment?
7. What is your client retention rate? How do you measure and ensure client satisfaction, and what is your referral rate?
8. How do you measure and report on the performance of client portfolios? What benchmarks do you use, and how do your portfolios perform relative to these benchmarks?
Services and Operations
9. What financial planning and advisory services do you offer (e.g., retirement planning, estate planning, tax planning, investment management)? Are there any specialized or unique services?
10. What is your advisory process, from client onboarding to portfolio management? How do you ensure compliance with fiduciary standards and best practices?
11. What technology platforms and tools do you use for financial planning, portfolio management, and client communication? Are they up-to-date and secure?
Market Position and Competition
12. What is your market share within your service area or target market? How has it changed over recent years?
13. Who are your main competitors, and how do you differentiate your services? What are your unique selling points and competitive advantages?
14. How does your pricing model compare to that of your competitors? Are you positioned as a premium, mid-range, or budget advisor?
Regulatory and Compliance
15. Are you compliant with all relevant financial regulations and licensing requirements? Do you hold any industry certifications or accreditations (e.g., CFP, CFA)?
16. What types of insurance do you carry (e.g., professional liability, errors and omissions)? Are there any gaps in coverage that could pose risks?
17. What measures are in place to ensure compliance with financial regulations, including fiduciary duties and client privacy?
Human Resources
18. What qualifications and certifications do your financial advisors and support staff hold? What is your staffing model, and how do you ensure staff competency and training?
19. How do you recruit and retain skilled financial advisors and support staff? What is your employee turnover rate, and how do you address staff satisfaction and morale?
20. Are there any key employees whose departure could significantly impact the business? What succession plans or retention strategies are in place?
Marketing and Growth
21. How do you market your services and attract new clients? What marketing channels do you use (e.g., referrals, online presence, seminars)?
22. What methods do you use to generate new client leads and referrals? How effective are these methods?
Risk Management
23. What are the primary risks facing your business, such as changes in financial regulations, market volatility, or shifts in client preferences? How do you manage these risks?
24. How do you handle disputes or issues with clients or regulatory bodies? What processes are in place for conflict resolution?
Future Prospects and Growth Opportunities
25. What are your short-term and long-term goals for the business? Are there opportunities for expansion into new services, regions, or client segments?
26. How do you plan to adapt to emerging trends in financial planning and investment advisory, such as advancements in technology, regulatory changes, or evolving client needs?
27. Are there any strategic partnerships or collaborations you are considering to enhance your services or market position?
Motivation to Sell
28. What are the primary reasons for selling the business? Are there personal, market, or strategic factors influencing the decision?
29. Why are you choosing to sell now? Is there a specific factor or event prompting the sale at this time?
30. What are your expectations and preferences for the sale process and the potential buyer? Are you looking for a particular type of buyer or specific terms of sale?
These questions address key aspects of the financial planning and investment advisory business, covering financial performance, client management, operational efficiency, market position, and growth potential. Assessing these factors will help determine if the acquisition aligns with your investment strategy and objectives.