Financial Risk Partners

You've built something that a lot of people depend on.

We help you understand what could disrupt it, what it would actually cost, and what — if anything — to do about it.

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Common starting points

Situations we're brought into

What happens to the business if something happens to me?

Who runs it, who owns it, and how does it keep operating while that gets sorted out?

What happens if something happens to my partner?

Do I end up in business with their spouse or their estate? Is there an agreement, and does it work?

How would ownership actually transfer?

There may be a document. The question is whether it does what everyone believes it does.

Where would the money come from to complete a buyout?

An obligation to buy is only as good as the capital behind it. We quantify the obligation first.

What is the financial impact of losing a key employee?

Lost revenue, replacement cost, disrupted relationships, lender and customer confidence — the exposure is rarely just a salary.

How do I retain the executives I can't replace?

What would make staying more valuable than leaving, and what does that cost the business?

How does the business transition to the next generation or the next owner?

Family, management, partners or an outside buyer — each path creates a different financial problem.

What happens if the planning never gets finished?

To the family, the employees, the partners, and the value of the business itself. This is usually the number nobody has run.

I've been presented with an insurance or financial strategy.

Does it actually solve the problem? We evaluate the recommendation on its own terms — the assumptions, the economics, the design and the alternatives.

How we work

Risk first. Product last.

Some situations need something sophisticated. Some need what's already in place fixed. Some need nothing at all. That's a conclusion, not a starting assumption.

The number nobody runs

The cost of doing nothing

Most planning conversations start with how much insurance someone might need. We'd rather start with what it costs if the risk happens and nothing has been done.

· The financial impact of losing a key employee

· The buyout obligation created by an owner's death

· Business-value disruption during a transition

· An estate-liquidity shortfall

· The cost of an underfunded succession plan

· Capital required to replace lost income

Once the exposure is quantified, the alternatives can be compared against something real.

What we analyze

The work behind the conversation

· Key person risk analysis

· Buy-sell and business continuity analysis

· Business succession analysis

· Life insurance needs analysis

· Executive benefit and retention analysis

· Existing insurance strategy review

Next step

Start a conversation

The first conversation is to understand the situation and see whether we can help.

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