The Next Move: How Growth-Minded Advisors Are Turning Success Into Enterprise Value 

Building a successful business is one thing. Building a business you own, that can scale and compound in value over time, is another. 

For Advisors who have already built significant AUM, revenue and client relationships, the next question is bigger than growth: 

What is all of that success actually building toward? 

In this WealthManagement.com webinar, RFG Advisory CEO Shannon Spotswood and President Ed Swenson sit down with independent Advisors Wes Miller, Kevin Harper and Jarrod Biebel for a candid conversation about the decisions that can turn production into enterprise value. 

They unpack what changed when they stopped thinking only about payout, production and the next recruiting deal and started thinking like business owners: ownership, profitability, organic growth, time, talent, technology, succession and the long-term value of the businesses they were building. 

What You’ll Hear 

• Why a successful business does not automatically mean a valuable one 

• The three factors Ed Swenson says are critical to enterprise value: growth, scale and profitability 

• Why ownership changes the economics of what Advisors are building 

• How Kevin Harper used the numbers to evaluate the risk of independence 

• Why Jarrod Biebel chose ownership and equity over another upfront recruiting package 

• How the right team, technology and infrastructure can create capacity for growth 

• Why organic growth, succession and next-generation talent matter to long-term value 

• The questions successful Advisors should be asking about what comes next 

Success Is the Starting Point. Ownership Changes the Equation. 

The Advisors on this panel were not trying to fix unsuccessful businesses. They had already built successful careers. 

The question was whether the model underneath that success was helping them build something they actually owned. 

For Wes, independence meant the ability to build his own company, brand and client experience. For Kevin, the economics of his existing model stopped making sense when he compared what he was giving up with what he was getting in return. For Jarrod, the distinction was fundamental: he wanted to move from managing a business inside someone else’s structure to owning the business himself. 

That shift changes the conversation from “How much am I producing?” to “What am I building?”

Growth Alone Is Not Enterprise Value 

More AUM and more revenue matter. But they are not the entire equation. 

During the webinar, Ed pointed to three fundamental drivers of enterprise value: 

Growth rate. Size of the business. Profitability. 

The conversation went further into the infrastructure behind those numbers: organic growth, team and talent, operational efficiency, technology, succession and ownership structure. 

Because the real measure isn’t simply whether your business is bigger five years from now. 

It’s whether you’re building a stronger, more scalable and more valuable business along the way. 

Know the Economics Behind Your Decision 

Fear is one of the biggest barriers Advisors face when considering independence: Will my clients follow me? What happens to my income? How much business would I need to transition? 

Kevin Harper decided to replace those assumptions with math. 

Before making his move, he calculated that he needed just 42% of his existing revenue to transition to break even. 

Ultimately, 87% transitioned with him. 

That analysis gave him a very different way to evaluate the decision. Instead of comparing headline payouts or recruiting packages, he could understand the actual economics required to make the move work. 

Think Beyond the Big Check 

Jarrod challenged another assumption: that an upfront recruiting package automatically creates long-term value. 

His focus was different. 

Rather than taking upfront cash when he transitioned to RFG, he wanted to talk about ownership and equity. His point to Advisors was simple: think beyond what you receive for making a move and consider what you will own after you make it. 

That distinction becomes especially important when you start thinking about succession, liquidity, family and long-term net worth. 

Build a Business That Can Grow Beyond You 

Enterprise value is also about capacity. 

Wes talked about getting time back from administrative and operational work so his team could spend more of it with clients and driving growth. Kevin discussed using technology to improve efficiency while also thinking ahead to succession. And the panel looked at how AI, talent and infrastructure could reshape advisory businesses over the next decade. 

Technology was not positioned as a replacement for the Advisor. 

It was positioned as a way to create more capacity for the work that only people can do. 

Are You in the Right Model for What You Want to Build? 

One of the most telling moments came from the audience itself. 

When Advisors were asked how confident they were that their current business model, team, technology and growth strategy supported their long-term goals, only 30% said they were very confident. 

That leaves a much bigger question: 

Are you simply growing your business, or are you building something you own that can compound in value over time? 

Put Your Own Numbers to the Test 

The Advisor Growth & Enterprise Value Simulator was built to help you start answering that question. 

In less than five minutes, you’ll receive a personalized analysis designed to help you think more strategically about your operational efficiency, growth capacity, enterprise value, technology readiness and how your current model aligns with what you want to build next. 

Your business may already be successful. 

Now find out what that success could be building toward. 

Calculate Your Enterprise Value Potential →