Radar Results Price Guide to June 2025

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Radar Results Price Guide to June 2025

Revenue Type and Client’s Age
Investment and super clients (aged 80 yrs+) 1.0x to 1.5x
Previously 0.90x to 1.1x
Investment and super clients (aged 65 -79 yrs) 2.2x to 2.75x
Previously 1.9x to 2.5x
Investment and super clients (aged up to 64 yrs) 2.5x to 3.2x
Previously 2.3x to 3.0x
Risk insurance clients (under 55 yrs) 2.5x to 3.2x
Previously 2.3x to 3.0x
Risk insurance clients (ages 55 to 60 yrs) 2.1x to 2.8x
Previously 2.1x to 2.5x
Risk clients (aged 61 yrs+) 1.2x to 1.8x
Previously 1.0x to 1.5x
Mortgage clients – home loan trails 2.75x to 3.75x
Previously 2.5x to 3.5x
Accounting fees – business clients 1.0x to 1.3x
Previously 0.95x to 1.3x
Accounting fees – individual returns 0.5x to 0.9x
No change
SMSF administration fees 1.5x to 2.0x
Previously 1.25x to 1.75x

The multiples above can vary depending on the terms the vendor offers to the purchaser when selling; the location of the vendor’s clients; the client’s ages; Funds Under Management or Administration, and the investment products recommended. The $ account balances of each client are essential with the fee-for-service charge — clients with higher $ account balances, paying higher fees, naturally command the higher multiples.

Multiples paid for risk books or insurance-revenue-based practices will depend on the client’s occupation, age, premium size, policy type, and geographic location of the clients.

BASED ON FEE SIZE PER CLIENT

Revenue Type Recurring Revenue Multiple
Investment and super clients

Fee per client of less than $3,000 per annum

Fee per client between $3,000 to $5,000 per annum

Fee per client above $5,000 per annum

  

1.3x – 2.3x

2.2x to 2.8x

2.7x – 3.5x
Risk insurance clients

Fee per client of less than $2,000 per annum

Fee per client $2,000 to $4,000 per annum

Fee per client above $4,000 per annum

  

1.0x – 2.2x

2.2x to 2.5x

2.6x to 3.3x
Accounting fees – business clients

Fee per client up to $3,000 to $5,000 per annum

Fee per client above $5,000 per annum

  

1.1x to 1.2x

1.25x to 1.35x
Accounting fees – individual returns 0.5x to 0.9x

The multiples above can vary depending on the terms the vendor offers to the purchaser when selling, the location of the vendor’s clients, the client’s ages, and the investment products recommended. The account balances of each client are essential with the fee-for-service charge— The most requested clients are those paying fees between $4,000 to $8,000 per annum with reasonably high $ account balances. These clients, therefore, command the higher multiple. Multiples paid for risk books or insurance-revenue-based practices will depend on the client’s occupation, age, premium size, policy type, and geographic location of the clients.

The tables above show the multiples based on two different methods of valuing a client base. Most client bases are now valued using a combination of both methods.

Why Cultural Fit and Aligned Ethics Matter When Selling

Why Cultural Fit and Aligned Ethics Matter When Selling

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Selling a financial planning business involves far more than simply agreeing on a price. While valuation, deal structure, and client retention are critical components of any sale, one often overlooked but equally vital factor is the cultural and ethical alignment between the seller and the buyer.

When the values of both parties align, the transaction is more likely to succeed, not only from a financial perspective but also in terms of client trust, staff satisfaction, and long-term business continuity.

Client Trust Is Built on Shared Values

Clients choose financial planners based on trust. They often remain with a planner for years — even decades — because they value the personal advice, transparency, and integrity shown throughout the relationship.

When selling a practice, clients will naturally scrutinise the incoming adviser. A noticeable shift in tone, communication style, or values can quickly erode the confidence they’ve built over time.

Ensuring the buyer shares similar ethical standards and a client-first philosophy helps maintain the client’s trust in the business. A seamless cultural transition reassures them that service quality and advice will remain unchanged.

Staff Retention Depends on Cultural Continuity

Just as clients value continuity, so too do your staff. Your team has grown with your business, adopted your standards, and delivered advice under your leadership. When a new owner steps in, staff will quickly assess whether they feel respected, understood, and aligned with the new direction.

A strong cultural fit between buyer and seller creates a smoother transition. Staff are more likely to stay on, helping retain operational stability and client confidence —key ingredients in a successful handover.

Ethical Alignment Minimises Risk

The financial planning profession is built on trust, compliance, and ethical conduct. If a buyer’s approach to compliance or advice delivery differs dramatically from yours, it could raise red flags — both during and after the sale process.

Buyers who take shortcuts or push aggressive sales tactics may harm your clients and damage the legacy you’ve spent years building. By prioritising ethical alignment, you reduce the risk of post-sale disputes, complaints, or reputational damage.

Achieving a Cultural Match

Identifying a buyer with the right cultural fit isn’t always easy — especially in a market where demand is strong and multiple buyers may be interested.

That’s where an experienced adviser or consultancy can make a difference. At Radar Results, we work closely with sellers and buyers to ensure a high degree of alignment. We consider not just the deal’s financial terms but also the people behind it — their values, communication style, business model, and client engagement philosophy.

Selling your financial planning business is one of your most important decisions. While price and structure are key considerations, cultural fit and ethical alignment should never be underestimated.

Choosing a buyer who shares your values ensures your clients are in good hands, your staff feel supported, and your legacy continues to thrive.

old life new life

Financial Services Professionals – What keeps them in the game?

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Retirement is a natural phase in most professions, but for financial services professionals, stepping away isn’t always a straightforward decision. While many professionals look forward to retirement, a significant number of financial services professionals choose to continue working well beyond the traditional retirement age.

Strong Client Relationships

The financial services industry is an intensely personal profession. Many professionals work with clients for decades, helping them navigate major life transitions. This deep trust and loyalty often make it difficult for them to step away, as they feel a sense of duty to continue guiding their clients.

Passion for the Job

For many, their work is more than just a job—it’s a passion. The intellectual stimulation of problem-solving, investment strategy, and long-term planning keeps them engaged. Some simply love what they do and see no reason to stop.

Lack of Succession Planning

One of the biggest challenges in the industry is succession planning. Many don’t have a clear exit strategy or a successor to take over their client base. Without a structured transition plan, they may feel stuck and obligated to keep working.

Fear of Boredom in Retirement

Retirement can be an exciting prospect for some but intimidating for others. They are used to busy schedules and engaging conversations. The idea of losing that daily interaction and purpose can be daunting, leading them to continue working simply to stay engaged.

Economic Uncertainty

Even seasoned professionals aren’t immune to financial concerns. Market volatility, inflation, and rising costs of living can make even the most financially stable person second-guess their retirement readiness. Some continue working as a safety net to ensure their own financial security.

Ego and Identity

For many, the job is a core part of their identity. It’s not just what they do—it’s who they are. Walking away can feel like losing a piece of themselves, making retirement less appealing.

Client Dependency

Many long-term clients prefer working with their original planner and may resist transitioning to a new advisor. This can create pressure for planners to stay on longer, even if they’re considering retirement. Some may choose to keep a small book of loyal clients rather than exiting entirely.

Having experienced this firsthand, I spent 20 years as a financial planner, working 6–7 days a week, constantly navigating the uncertainties of the share market and managing client expectations. The transition brought me unexpected peace of mind, freeing me from the weight of reporting negative returns to retirees dependent on their allocated pensions.

While most professionals plan for retirement, financial services professionals often take a different approach. Whether it’s their passion for the work, strong client relationships, financial incentives, or a fear of losing purpose, many choose to stay in the industry for as long as they can.

Retiring and selling a practice is far from simple. It involves balancing loyalty to clients, meeting the needs of a spouse, and prioritising one’s long-term well-being.

For those who leap, retirement can reveal a world of opportunities beyond the profession. However, the journey to that decision is deeply personal and often fraught with challenges.

For those looking to transition out, succession planning and structured exit strategies are key. Selling a practice can be a great option, allowing you to exit on your terms while ensuring your clients continue to receive quality advice.

Radar Results specialises in helping you transition smoothly. If you’re considering your next steps, we can help you explore your options confidentially.