Build a practice. Understand what drives the return.

The work

Different assignments have different scopes.

Diagnostics, value-increase advisory, sale preparation and transaction project management can each form part of an engagement. The work, fee basis and timetable need to be agreed for the client in question.

Illustrative fee structure

Revenue can come from more than the completed transaction.

The current planning model includes sell-side retainers of £1,000–£3,000 a month, fixed project fees of £5,000–£15,000 and success fees of 2%–6% of the final sale price. It also describes value-increase advisory at £2,000–£8,000 a month for engagements lasting 3–12 months. These are draft model assumptions, not published tariffs or promised income.

Fees, royalty treatment, costs, completion rates and the timing of payment must be confirmed in the franchise agreement and the final earnings disclosure.

The variables

Pipeline and delivery both count.

Deal size and structure, market conditions, experience, lead generation, client conversion, time invested and delivery quality all affect revenue. An active pipeline is not the same as completed work or received fees.

The decision

Review assumptions before considering a number.

Any earnings illustration should show the assumptions behind it and must not be read as a forecast for a new adviser. The team can explain the commercial model and answer questions about what it takes to build the practice.

Talk it through

Ask the questions that matter to you.

Discuss your background, intended market and the practical commitment involved before taking the next step.