Internal versus external succession planning

Leader development for an internal succession. With internal succession, a chosen successor takes over ownership and management of your firm, which may continue running in much the same form. This option may offer greater control over the timing and terms of your succession, as well as the fate of your clients and staff.

Of course, this approach has its challenges, including identifying or recruiting a potential successor—someone with the skill set necessary to oversee a financial practice. You will also need to consider whether this person has the financial resources to compensate you fairly for the value of your practice while also meeting the day-to-day cash needs of the business.

Making internal succession work. A financial professional may need to start several years in advance to recruit and train a potential successor. Some firms have started internships or ownership tracks to attract, retain and motivate top talent. You may also need to consider creative strategies to facilitate the financial side of succession. For example, a gradual transfer of ownership through profit sharing or performance bonuses may carry some tax advantages.

Have a contingency plan in place in case the sales agreement sours. When negotiating the sale of your practice, it’s important to make sure your interests are protected. Even the most carefully designed succession plan can run into rough waters if you and your chosen successor disagree about the direction of the firm. For this reason, it is recommended you work closely with your attorney and accountant to structure any gradual transfer of ownership. Provisions should include a strong noncompete clause in case either of you decide to dissolve the agreement. The plan should also give you the option of buying back any transferred ownership stake at a discounted rate.

Develop a timeline. It’s essential that you are emotionally prepared to relinquish control. It could help to establish a disciplined timeline to progressively hand over more responsibility as your successor meets certain success metrics, such as new revenue growth or client acquisition. You can show your confidence in your successor by letting them set the agenda in client and staff meetings. While you might continue to work part time during an interim period, you’ll need to be ready to defer to your successor if former clients or staff members reach out for help after you’ve exited the firm.

Sell or merge with external succession. Some financial professionals, especially sole proprietors, may prefer external succession strategies, such as selling their firm or merging it with a larger enterprise. This may be less complicated and could be completed in a matter of months instead of years.

In most cases, your firm would no longer exist as a separate entity. You would have very little say in what would happen to employees and clients once the deal was closed. While external succession may involve fewer financial complications, it won’t necessarily earn you a higher valuation. An acquiring firm is primarily interested in your book of business and may not pay a premium for your brand, operations, technology or staff expertise.

If you hope to sell or merge your practice, begin your preparations early. While it may only take a few months to find a potential buyer, the process of building and marketing the value of your practice should begin years in advance. Start as soon as possible to track key performance metrics such as operating cash flow, profitability, fee-based recurring revenues and client growth and retention. That way, you can establish a record of success while highlighting areas for potential improvement.

Succession planning best practices

There are steps you can take today to help maximize the value of your practice for a smooth transition:

Maintain a growth mindset. Even as you approach retirement, it’s important to reach out to a broad range of new clients, including younger clients. A buyer is primarily interested in future earnings potential and will assign less value to a practice made up primarily of retirees drawing down their assets.

Talk to your clients. Don’t be afraid to talk to your clients about your succession plans. Younger clients will appreciate knowing their needs will be met for years to come—even after you’ve retired. It’s also helpful to emphasize how a sale will benefit clients by providing access to added resources or investment alternatives.

Involve your broker-dealer. Your broker-dealer may be a valuable partner for identifying potential buyers or younger financial professionals looking for ownership opportunities. By identifying potential buyers in the same broker-dealer network, you could make the transition smoother for your clients.

Get a professional opinion. Periodic professional valuations provide a snapshot of what your firm is worth. An external opinion can be especially helpful if you’re working with an associate or family member, when you may be tempted to accept less than your practice is worth.

Start handing off more responsibility. Even if you are years from retirement, the more responsibility for day-to-day operations that you can hand off to associates, outside vendors and technology programs, the smoother your transition is likely to go. This approach has the added advantage of giving you more time to spend building your client base and helping you maximize the long-term value of your financial practice.

By planning ahead, taking the necessary steps to maximize the long-term value of your business, and negotiating a fair and comprehensive sales agreement for your practice, you can help ensure a more lucrative settlement for yourself and a smoother transition for your clients.

¹ AdvisorHub. “Succession Planning is an ongoing problem…and opportunity.” March 14, 2024. (August 1, 2024)

² Cerulli. “U.S. Advisor Metrics 2023.” (August 1, 2024)