For $250M–$2B Wealth Teams and Advisors
Before You Move the Enterprise, Know the Economics.
Evaluate the economics, ownership implications and risks of your next move—before choosing a destination.
Start With the Decision. Not the Destination.
Current Economics
Understand the economics of the enterprise you have built—compensation, operating costs, ownership, partner interests and the financial implications of your current structure.
Alternatives
Consider what staying, changing platforms, joining another firm or pursuing independence could deliver. Each alternative should be evaluated against what your team is trying to accomplish.
Long-Term Value
Look beyond immediate transition economics to the implications for enterprise value, growth, equity ownership, succession and the interests of current and future partners.
Transition Risk
Evaluate the financial, operational and client-related risks of a change. An alternative must deliver enough improvement to justify the disruption and uncertainty of a transition.
There Is More Than One Way Forward.
Stay and Strengthen
Remaining with your current firm may be the right decision if its economics, capabilities and structure continue to support your objectives.
Change Custodians
A different custodial relationship may improve technology, service, pricing or operational flexibility without necessarily changing your firm's ownership or affiliation.
Change Platforms
A different firm or platform may offer stronger economics, capabilities, support or flexibility. The potential benefits must justify the transition costs and risks.
Pursue Independence
Independence may offer greater control over ownership, operating decisions and enterprise value, while introducing new responsibilities and costs.
Consider a Strategic Combination
A merger, acquisition or strategic partnership may address growth, succession, liquidity or long-term continuity objectives.
Jacqueline Moore, Founder of Essence Group
A CFO's Perspective.
Founder, Essence Group | Former CFO | CPA, CMA
Jacqueline Moore founded Essence Group in 2014, bringing a career in corporate finance, executive leadership and professional advisory to decisions where the financial and human considerations are inseparable.
As a former corporate CFO and a CPA, CMA, Jacqueline approaches wealth management from the perspective of an enterprise owner—focused on the economics, enterprise value and long-term implications for the business.
About Jacqueline→How We Work.
Essence Group works with established wealth teams through four stages—beginning with the enterprise you have built, not a destination to sell.
Understand the Enterprise
Identify Opportunities
Evaluate Alternatives
Execute
Start With a Confidential Conversation.
No obligation. No pressure. Just clarity on what the decision actually means for your enterprise.