Family Office Coaching with Lance Meikle


July 15, 2021


  • The difference in experience for a qualified accountant in the day-to-day dealings with clients to that of dealing with a Family Office.
  • If you’re a qualified accountant, should or shouldn’t you broaden your service offering to include Family Office?
  • What’s it like to experience the synergy and collaboration of a Family Office Management Team?




April 8, 2021


What traits you need to look for when deciding on the suitability of a Family Office client for your business.

At Generational, we identify the following attributes or we don’t proceed with the family as a client.
• No. 1: Delegators
• No. 2: Time poor
• Pride in establishing a legacy | purpose
• A desire to make a difference to the betterment of others
• Seeking security for what and who is important to them
• Are interesting people - living and people are more important than money
• Value integrity
• Social inclusion - committed to playing a role in empowering individuals to participate as fully as possible in society
• Enjoy simplicity and freedom that comes from having all their financial issues under the watchful eye of a corporate trusted advisor
• A necessity to hear the truth
• Value the collaboration of professionals working together for their purpose; and
• Appreciation of time saving and reduction of grief that Management Team meetings provide.

Why selecting the wrong prospect hurts?
• The capacity of your business will be eroded with a relationship that both parties don’t want to be in
• You can’t undo a family office easily nor quickly
• At Generational our success to date has been 100% aligned, engaged and wonderful clients – this is no luck. If you have ANY doubt, don’t proceed
• My three G’s of business | life: Grateful | Grumpy | Greedy (you don’t want your business, yourself, your family nor your staff dealing with a greedy client

Referrals: there’s a difference between grateful and thankful
• A Patriarch &/or Matriarch who are:
o  happy with living their lives, having created a legacy; and
o knowing that their eulogy will be aligned with what their values and purpose will be GRATEFUL and your best referrers

• A client being thankful is nice, cute, and financially rewarding but well short of the emotional beauty and richness of a grateful client.

Being grateful is about appreciating what one has (this is a Family Office client), as opposed to what one wants (a prospect who wants what a Family offering delivers but doesn’t want to pay for it)
Being thankful implies thanks for something that someone has given you (this is typically a transactional-based relationship).



January 22, 2021


Co-host is Nat Daley, Financial Adviser & Managing Partner at Hard-Line Wealth (Coolangatta, Queensland). Nat is a gentleman, a father to young Lenny Jean, husband, and someone I respect. He certainly punches above his wait in the financial planning sector.

Nat is in the process of adding Family Office to the service offering of Hard Line Wealth.

Recently, Nat was a guest of our largest Family Office, Management Team meeting so he could experience the reality, not the theory of what goes on. Nat answered the below questions:

  • The difference in experience and offering between being a financial planning, and a Family Office client
  • If you’re a financial planner, should or shouldn’t you broaden your Financial Planning offer or take a leap of faith and explore Family Office and why?
  • What’s it like to experience a Family Office Management Team?
  • What is it that excites you about having Family Office clients?
  • What have your observed to be the key differences between being a high-end Financial Planning | Private Wealth client and being a Family Office client?
  • Knowing what you know now, would you recommend to the financial planners listening to this episode, that they broaden their Financial Planning offer or take a leap of faith and explore Family Office and why?
  • What advice would you give our audience if they are weighing up whether to put their ‘toe in the water’ and looking at becoming a multi-family Office?
  • After your experience of sitting in on the Management Team of our largest Family Office, how (or has) this changed how you deal with prospects & existing financial planning clients?
  • In your career, have you come across, or experienced, a similar offering to Family Office?


Why add Family Office to your service offering?

Why add Family Office to your service offering?

October 12, 2020


What levers do you currently have, or use, to stop the loss of your key clients?

Here are the only two that I observe financial planners use:
1) Lower the price?
2) Stager services, conversations &/or the implementation of the services

It becomes very difficult to keep justifying the same fee or payment every year given you have already been paid to implement what was recommended | needed in your Statement of Advice.

Why add Family Office to your service offering?

1) You will have a clear point of difference
2) Engagement, engagement, engagement is not tomorrows story, it was not yesterday’s story and it will remain the ONLY thing you have to remain relevant. Professionalism and care are a given but engagement is the no. 1 item on every research item that I read on client dissatisfaction 
3) Currently the discussions | solutions | recommendations revolve around goals, objectives, performance, and inheritance, whereas a Family Office implemented (via coaching from Generational), moves every conversation to legacy (this is an incredibly powerful and enduring competitive advantage)
4) Marketing rule 101 is to seek an SCA (a sustainable competitive advantage). Very, very, very few businesses ever achieve this goal and as such, it always remains an ideology. Adding Family Office to your service offering delivers you a sustainable competitive advantage
5) Your business will be the envy of your peers as they deal in a crowded sector with reducing revenue per client
6) Increased revenue per client per annum (or at your discretion, leave the pricing as is and add value)
7) Sustainable engagement via discussions that involve emotional intelligence not transactions
8) A further 3 generations of sustainable income
9) Unique, pre-qualified, high price point leads

FASEA Code of Ethics 

• It is now very, very clear, that commissions | fees | payments from all sources are under severe scrutiny, especially from a 3rd party
• The code of ethics is going to impact on businesses that rely on revenue from 3rd party referral arrangement
• Implementing Family Office to your service offering, not only replaces such income but will surpass it



How many hours p.a for how much income?

How many hours p.a for how much income?

August 21, 2020


  • When it comes to pricing, is it a fixed price per annum and then adjust the hours to suit the price OR is it the hours and then establish the price (like and Accountant | Lawyer)?
  • 36 is the number of hours p.a per Family Office.
  • How does controlling the hours work?
    The format I utilise and strongly recommend to my coaching clients, is to capture items in an Agenda. This Agenda is disbursed to the Management Team at a certain time, in a format and the hours of the meeting is capped to 2 hours. Depending on location, travel or not, style of meeting (virtual, face to face etc.) and other variables, you will generally have 2 to 3 meetings p.a to ensure the total (inclusive of ALL the back-office admin ‘stuff’) no. of hours p.a = 36 p.a per Family Office client. 
  • What is the maximum number of Family Office clients you can service?
    The number is 26
  • Are you currently earning $286,000 p.a, working 40 weeks a year, 4 days a week and 6 hours a day = $305 an hour?
What multiple of revenue does a Family Office sell for?

What multiple of revenue does a Family Office sell for?

August 11, 2020


If you’re a Financial Planner, Accountant or Mortgage Broker and interested in having a business that has a saleable revenue of 9 to 12 times or EBIT of 5 to 6 times, Family Office is the structure.

Why is it that Financial Planning leads the way with revenue multiples?

  • Engagement | discussions | pro-active and caring nature of the human being delivering the advice and value proposition. Clearly there are, have been and will be bad eggs (as there are in every industry where money is involved) however overall, most of the financial planners that sell | deliver | provide personal advice meet the definitions I just used:

    • Pro-active, engaged and caring

Yes, digitization is (and will continue to) have a short-term negative impact of the current multiples. However, with millennials being natives and making up 76% of the workforce from 2023 in Australia, the very thing called digitization will simply become a standard thing, a bunch of tools that will make up what is called ‘a digital ecosystem’. In my view, the revenue multiple will not change significantly for this cohort however it will go to zero for financial planners who don’t build | provide a digital ecosystem.

Whilst I believe revenue multiples will remain similar for those that operate in a digital ecosystem, the gloom for the audience is that the price point applying to the multiple (called revenue) will be exponentially lower (my forecast is circa 50% lower) as a result of the very thing that saved the multiple from dropping – digital.

Price points are already being savaged, and will continue, until we see the bottom. If my forecast is correct, this means that if you purchase revenue for 2 times and provide the very best value proposition to your clients, you will be paying off a loan that is 100% overvalued or put another way, you paid 4 times for the revenue.

Buying revenue and overpaying 100% is not good business however if do purchase revenue and pivot to an additional service offering called Family Office, you will not only retain existing price points, you can increase the price point.

To buy or not to buy revenue? If you believe that the price point of personal financial advice is going up, go forth. If not, keep listening.

The opportunity for higher revenue multiples sits with both Accountants and Mortgage Brokers if they pivot. Due to the personality type and both the service, and value proposition, it is my view that Mortgage Brokers will win this race for the same client. There has already been an increase (albeit gradual) in revenue multiples for mortgage brokers and it is my view that this will continue.

Debt to income ratios in Australia and most OECD member countries is at an all-time and is continuing its climb with no sign of abating due to consumerism and social status. As a result of this trend, clients want to know how much they can borrow to ‘get more’ and as such, the lending specialists | mortgage broker is in the box seat to utilize the captured data and engage utilizing digital tools.

I have never come across a client yet who is excited about either meeting with or going to an Accountant. This value proposition needs to change for Accountants and is. Behind the scenes the leading associations and consultants to the Accounting profession are on to it and strategically trying to get Accountants to pivot and understand that engagement is where it is at NOT ’36 &/or ’97 Tax Acts.


The mortgage broker (like the Accountant) has a limited awareness of Family Office (for now) and as such, is under threat that a business like Generational comes along and provides 17 services to their client (that includes their offering as simply one of the 17) and

The game of cat and mouse is whoever touches your client first as the Adviser Concierge will win the higher revenue battle.


Family Office = 9 to 12 times | why?

  • Family office clients are incredibly sticky due to the nature of the complexities and relationships and the high barrier to entry to become a client
  • There are 3 to 4 generations of income
  • A legacy is NOT an inheritance (accounting | financial planning)
  • Collaboration between numerous professions, commands a premium over sending clients away to do things themselves
  • The fluency and pro-active approach towards a family enterprise (i.e. Family Office), commands a premium
  • Generational offers 17 services and solutions, NOT 1
  • A true one stop shop for both existing and future family members
    • Meeting to email to phone call to email to meeting to email to phone call …………… and this is every time for every professional

      • Accountant
      • Insurance broker
      • Financial Planner
      • Lawyer (not specialists)
      • Valuer
      • Etc etc etc
    • It is a structure | vehicle for smooth intergenerational transfer of wealth and elimination (or reduction) of intra-family disputes
    • Family offices are the fastest-growing investment vehicles in the world today
      • Investment decisions of a Family Office

        • Short-term = 20 years
        • Medium-term = 50 years
        • Long-term = 100 years
      • Confidentiality is ensured under the family office structure, as wealth management and other advisory services for the family members are under a single entity
How long does it take to set up a Family Office?

How long does it take to set up a Family Office?

July 30, 2020


  • Can I do this on my own?
  • What's involved?
  • How do you bill?
  • How long until I can make money?

In my case, it took 3 years:

  • from the idea of becoming a business that would service Family Office clients
  • identifying the client; and
  • getting paid.

I started with no idea as to which way to turn, where to go &/or, who to speak to

I started with a pilot client and STRONGLY RECOMMEND this approach as;

  • it allows you to make mistakes (based on a discounted rate to the client)
  • it enables you to be authentic
  • you will receive open and priceless feedback | critique which will enable you to not repeat mistakes and implement a better value proposition moving forward RATHER than ‘hitting the ground running’ and ‘learning on the job’ whilst treating your clients as Guinea pigs (it doesn’t have to be this way if you use a pilot)

Today, it takes me circa one hour to set up a new Family Office client.

This is not because I remember what to do, it is because I follow procedures in a Procedures Manual I built.

What are the components involved in setting up a Family Office?

  • Knowing what to ask and what to do, when. It is extremely costly learning this yourself and via my coaching, you don’t need to make the mistakes and simply enjoy the benefits
  • Templates, templates, templates – an awful lot of time and grief happens in creating your own templates, so don’t, just engage me and get them
  • Meeting with Patriarch or Matriarch
  • Establish legacy
  • Interview existing professionals
  • Implement and coordinate an aligned team of collaborative and accountable professionals
  • Implement governance in order of identified priority
  • Creation of a set of guiding documents, policies and rules dictating how the Family Office will operate:
    • Family Office members and entities
    • Appointment of management team and functions
    • Meeting venue, frequency and style (virtual &/or face-to-face)
    • Charter
    • Strategic Plan
    • Function (in house versus outsource)
    • Appointment of professionals


If you wish to make money and lift the image of your business, IT’S TIME FOR ACTION

Regardless of where you are located, my consultancy offer is the same:

  • There are only two bills
  • One at the end of 6 months
  • The second at the end of 12 months

If you don’t wish to pay either of these bills DON’T

I have configured the payment so that you use client’s monies to pay me (not yours)

  • I supply you a Terms of Engagement outlining the above
  • All I.P is included and delivered in Word format, so that you can manipulate it easy to suit your business
  • I participate in meetings (virtual &/or face-to-face) in whatever role you wish me to play and provide post meeting feedback | critique for the 12 month term.

As part of my coaching;

  • I provide a copy of our Procedures Manual
  • I show; and explain how and why to build one, and how to utilize it to make both revenue and profit.
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