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March 31, 2014 at 11:19 AM
Not too long ago, a financial advisor called me to say he heard that a colleague had just sold his independent practice for a pretty penny: three times revenue. Could I get him the same deal?
Matt Brinker, senior VP of United Capital, practically rolls his eyes when he hears a story like this: “Every time I am on a panel discussing M&A in wealth management, the first question from the audience is, ‘What are the current multiples?’” Multiples are nice, but they aren’t everything. And they may, in fact, be deceptive. “Price matters, but terms trump price,” says Brinker.
In our view, a seller needs to consider five components in a deal; they are interrelated. If you get more in Column A, you may get less in Column B. That means sellers need to prioritize what matters most.
A deal with a topline of “just” two times revenues can turn out to be better than a deal that boasts three times revenues – if sellers get bigger annual payments or better tax treatment. (See box for an example.)
Here are what experts consider to be the “big five” elements to consider and the role each plays in a deal:
1. Cash down payments: The less involvement sellers have, the more they will want up front.
Down payments typically range from 10% to 40% of a practice’s value. The value, of course, is a moving target.
David Grau Jr., head of Succession Resource Group, puts it this way: “Practice valuation is as much an art as it is a science. If five CPAs evaluated the same practice, each would come up with a different valuation number. The true value is determined between a willing buyer and a willing seller.”
In 2013, FP Transitions says that the average cash down payment was 33%.
2. Adjustable rate notes for the hands-on sellers.
These notes, known as ARNs, are basically promissory notes issued by the buyer that guarantee the seller payments of principal plus interest. That means sellers will want to keep a hand in the practice, adding as much value as possible by smoothing relationships with existing customers and helping the buyers transition and retain assets.
The ARN payouts can vary dramatically both in timing and size. Some are paid annually, others every few years. Interest rates can be adjusted up or down depending upon the buyer’s attainment of asset and/ or revenue targets. The incentives need to encourage both buyers and sellers to do more, not less.
3. Earnouts: another incentive for sellers to remain involved.
