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United Advisor Group
Decision tool

Firm Value Driver Checklist

Review the business factors that may help make an advisory firm stronger, more durable, and better prepared for long-term continuity.

A firm's long-term strength is shaped by more than revenue.

Client concentration, recurring revenue, operational independence, succession planning, repeatable systems, team continuity, and brand strength can all affect how durable and transferable a firm may become over time.

This checklist is designed to help advisors think through the areas that may deserve attention before making decisions about growth, ownership, partnership, succession, or long-term firm direction.

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Eight sections to consider
1

Recurring Revenue

Consider how predictable, durable, and well-understood the firm's revenue base is.

Revenue is largely recurring rather than one-time or transactional
Fee arrangements are clearly documented
Revenue sources are easy to understand
Revenue is not overly dependent on a small number of clients
Billing processes are consistent and repeatable
The firm can clearly explain how revenue is generated
Revenue trends can be reviewed with reasonable clarity
2

Client Concentration and Relationship Depth

Review whether the firm's client base is broad, durable, and supported by strong relationships.

The firm is not overly dependent on a small number of client households
Key client relationships are well documented
Client service expectations are clear
The firm has meaningful relationship depth beyond the lead advisor where appropriate
Client communication is consistent
The firm understands which clients drive revenue and growth
Client retention risks are actively considered
3

Operational Independence

Consider whether the firm can operate consistently without every important function depending on one person.

Core processes are documented
Daily operations are not entirely dependent on the founder
Team members understand their roles
Client service workflows are repeatable
Important information is not kept only in one person's head
Technology supports the operating model
The firm can continue functioning during advisor absence or transition
4

Succession and Continuity Readiness

Think through whether the firm has a clear path for continuity if ownership, leadership, or advisor availability changes.

The firm has considered a written continuity plan
Clients would know who to contact if the lead advisor were unavailable
There is a plan for unexpected interruption
There is a path for future leadership or ownership transition
Key responsibilities could be transferred or supported
Succession questions have been discussed with appropriate advisors
The firm's structure supports long-term continuity planning
5

Repeatable Systems and Processes

Evaluate whether the firm has consistent systems that can support growth, service, training, and transferability.

Client onboarding follows a repeatable process
Service calendars or review rhythms are documented
Investment or planning workflows are consistent
Compliance processes are clear
Team tasks and responsibilities are trackable
New team members could learn the firm's processes
The firm can deliver a consistent experience as it grows
6

Team Continuity

Consider whether the firm has the team structure, knowledge, and capacity needed to support clients over time.

Key team roles are clearly defined
The firm is not overly reliant on one staff member
Team members understand client service expectations
Training needs are identified
Institutional knowledge is documented where possible
The team can support clients during busy or disruptive periods
The firm has considered future staffing needs
7

Brand Strength and Market Position

Review whether the firm's identity, reputation, and client promise are clear enough to support long-term value.

The firm has a recognizable identity
Clients understand what the firm stands for
The firm can clearly explain who it serves
The firm's reputation is connected to more than one individual
Marketing and client communication are consistent
The firm has a clear story for its market
The brand supports the long-term direction of the business
8

Transferability and Long-Term Firm Strength

Think about whether the firm could be understood, supported, transferred, merged, or continued by someone other than the founder.

The firm's client relationships, revenue, systems, and team can be explained clearly
The business would be understandable to a future partner, successor, or buyer
Important client and operational data is organized
The firm has reduced avoidable owner dependence
Long-term value drivers are being actively considered
The firm's structure supports future options
The advisor has a clear vision for what the firm should become

This checklist is for educational and planning discussion only. It is designed to help advisors organize key considerations related to firm strength, continuity, succession, transferability, and long-term business planning. It is not a prediction, guarantee, valuation, appraisal, transition recommendation, suitability determination, or confirmation that any specific structure is appropriate. It does not estimate firm value, sale price, growth potential, or business outcome. Actual economics, costs, timelines, valuation, transition outcomes, succession options, and business results vary by advisor, firm, platform, custodian, client base, regulatory requirements, market conditions, and other factors. Advisors should review their situation with appropriate legal, compliance, tax, valuation, and professional advisors.