Eight numbers from your book, an estimated value, and the five levers that move it — the version of this conversation you have with yourself before you ever have it with a buyer.
Eight numbers most advisors can pull from last year's P&L and CRM — everything recalculates live.
Factor by factor, plus what one deliberate move on each would be worth.
Recurring and transactional revenue are valued differently, then each of your five practice factors moves the multiple up or down.
| Factor | Your Practice | Multiple | Value Impact |
|---|---|---|---|
| Recurring revenue baseRenewing revenue at the mid-range multiple | |||
| Transactional revenue baseOne-time revenue is worth far less to a buyer | |||
| GrowthA growing book earns a premium; a shrinking one gets discounted | |||
| Client ageOlder books mean nearer-term asset outflows | |||
| ConcentrationHow much revenue walks out the door if your top 10 leave | |||
| Owner dependenceIf every client is your client, the buyer is buying a risk | |||
| ProfitabilityMargin tells a buyer how much of the revenue actually survives | |||
| Estimated Practice Value | |||
What one deliberate move on each factor would do to your number — the practice-value version of the Power of One.
| Lever | The Move | New Value | Change |
|---|---|---|---|
| Grow | Add 5 points of annual growth | ||
| Recur | Convert a third of transactional revenue to recurring | ||
| Diversify | Cut top-10 concentration by 10 points | ||
| Delegate | Move 20 points of revenue onto a second advisor | ||
| Tighten | Add 5 points of margin | ||
| All five together | |||
Multiples are illustrative mid-market ranges for independent practices, not an appraisal. Real transactions depend on deal structure, terms, and the buyer — use this to see which factor to work on, not to set a price.
The number is a snapshot. The levers are a plan. Pick the biggest one and let's build the next four quarters around it.
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