Build an advisory practice around work that matters.

Why M&A advisory?

A franchise should build on what a person knows, not ask them to start again.

Many franchise options are built around a product, a premises or a repeatable retail service. Devlin Fisher offers a different proposition: a professional practice that applies commercial experience to decisions business owners face when value and exit are on the line.

For someone drawn to business, people and complex decisions, M&A advisory deserves a place at the top of the shortlist.

The opportunity

Help owners build a stronger business before the buyer arrives.

Value is not created by a sale process alone. Owners may need to strengthen performance, organise evidence, address risk and explain what makes the business attractive. An adviser can support that work, then help manage the transaction when the owner is ready.

Who it is for

There is no single CV for this work.

Corporate leaders, operators, founders, consultants, finance professionals and people with deep sector knowledge can each bring something useful. Commercial judgement, listening skills and the willingness to build relationships matter more than an impressive title.

Ilja and Emre began from different backgrounds. Both found a practical focus in sectors they understood.

Training and support

Bring the judgement. Learn the process.

The model brings together M&A training, working templates, pipeline routines and deal desk support. It is designed to help an adviser move from the first owner conversation through readiness work and into a structured transaction.

Support gives the work a method. The adviser still has to win trust and deliver.

The commercial model

More than one way to create value for a client.

Engagements can include focused diagnostics, value-increase advisory, sale preparation and transaction project management. The scope and fees depend on the client, the work and the agreed terms. That breadth gives the practice more than a single moment in the deal to be useful.

Earnings potential

The potential is real work, not a guaranteed number.

Revenue depends on the work won and delivered. Deal size and structure, market conditions, lead generation, conversion, experience and time invested all affect the outcome. Any illustration needs its assumptions beside it.

The right question is whether the adviser wants to build a credible practice and put consistent effort behind it.