The Superbia Group - News , Acquisitions

Selling Your Firm Is Not Just a Financial Decision

Fri, 19 Jun 2026 14:47:51 +0000

For many IFA firm owners, selling a business is one of the biggest decisions they will ever make. Yet despite the financial importance of a transaction, the reality is that most owners are not simply selling numbers on a spreadsheet. They are stepping away from something they have spent years, and often decades, building.

Behind every firm are long standing client relationships, trusted teams, personal sacrifices, and a reputation that has been built carefully over time. For many advisers, their business is deeply connected to their identity, their legacy, and the people they have supported throughout their career.

This is why selling an IFA firm is rarely just a financial decision

Increasingly, owners are looking beyond valuation alone and thinking more carefully about what happens after the deal completes. They want reassurance that clients will continue to receive the same level of care, that staff will be supported, and that the culture of the business will not be lost during the process.

In today’s market, these considerations matter more than ever.

The Right Buyer Is About More Than Price

The IFA acquisition market remains active, with ongoing consolidation continuing across the sector. However, while financial terms are obviously important, many owners are becoming far more selective about who they partner with.

The highest offer does not always lead to the best long term outcome

Cultural alignment, client continuity, operational fit, and shared values are often what determine whether an acquisition ultimately becomes successful for everyone involved. A business may look attractive financially on paper, but if the transition feels disruptive for clients or unsettling for staff, the long term impact can be significant.

This is particularly important within financial advice, where trust and relationships remain central to the success of any firm. Many clients have worked with the same adviser for years and in some cases across generations. Naturally, owners want confidence that these relationships will continue to be handled with care and professionalism long after a transaction takes place.

At the same time, employees who have helped build the business also want clarity and reassurance about the future direction of the firm. These are not purely commercial considerations. They are deeply personal ones.

Preparing Early Creates More Control

One of the biggest advantages of planning ahead is that it gives firm owners more control over the future of their business.

When succession or exit conversations begin early, owners are often in a far stronger position to identify the right type of buyer, strengthen operational areas of the business, and structure a transition that reflects both commercial and personal priorities.

Preparation also creates more flexibility around timelines and future involvement. For some owners, selling the firm may mean stepping away completely. For others, it may involve remaining involved in some capacity while gradually transitioning responsibilities over time.

Every business and every owner will have different goals

This is why successful transactions are rarely driven by urgency alone. The strongest outcomes are usually achieved when owners have the time to carefully consider what they want the future of the business to look like and who they trust to continue that journey.

Protecting the Legacy You Have Built

At Superbia Group, we understand that selling an IFA firm is about far more than completing a transaction. It is about protecting the legacy you have spent years building while ensuring the future remains positive for your clients, your staff, and the business itself.

We work closely with IFA firms across the UK to support succession planning, acquisitions, and long term strategic conversations with a focus on creating outcomes that feel right both commercially and personally.

Whether you are actively considering a future sale or simply beginning to think about what the next stage may look like, having the right conversations early can make a significant difference.

If you are thinking about the future of your business, our team is always happy to have a confidential, no obligation conversation. Because the value of your firm is not only measured financially. It is also measured by the trust, relationships, and reputation you leave behind.

Book a confidential no - obligation chat

Preparing Your IFA Firm for the Next Generation

Thu, 04 Jun 2026 08:03:16 +0000

For many IFA firm owners, building the business has taken years of dedication, resilience, and commitment to clients. However, one of the most important questions facing the sector today is no longer simply how to grow a firm, but how to ensure it continues to succeed for the next generation.

Across the UK, the IFA market is undergoing significant change. Client expectations are evolving, operational demands are increasing, and succession planning has become a far more immediate priority for many firms. At the same time, the industry continues to face challenges around ageing adviser populations, talent retention, and long-term business sustainability.

As a result, preparing an IFA firm for the future now requires far more than strong financial performance alone.

The firms that will continue to thrive over the next decade are likely to be those that focus not only on growth, but on building businesses that are scalable, sustainable, and capable of evolving beyond their current leadership.

Building a Business That Can Operate Beyond the Founder

One of the biggest challenges within the IFA sector is adviser dependency. Many successful firms have been built around the reputation, relationships, and expertise of one or two key individuals. While this often creates strong client loyalty, it can also create long term risk if too much of the business depends on specific people.

Preparing for the next generation means building a business that can continue to operate successfully beyond its founder. This involves creating stronger internal structures, developing leadership within the wider team, documenting operational processes, and ensuring client relationships are embedded within the business rather than tied solely to individuals.

Firms that successfully achieve this are often viewed more favourably by both clients and potential future partners or buyers. They demonstrate continuity, stability, and long-term sustainability.

Importantly, clients themselves increasingly value reassurance that their adviser relationship and financial planning support will continue long into the future.

Investing in People, Culture, and Long-Term Growth

Technology and operational efficiency are becoming increasingly important within the modern IFA landscape, but people and culture remain at the centre of long-term success.

Attracting and retaining the next generation of advisers is becoming a growing challenge across the industry. Younger advisers are often looking for firms that provide clear development opportunities, modern infrastructure, strong leadership, and a positive long-term vision.

Firms that invest in culture, mentorship, and professional development are often better positioned to create stability and future growth. At the same time, clients continue to place significant value on trust, communication, and consistency. The strongest firms are those that can combine operational efficiency with genuine long term relationships and client care.

Preparing for the next generation therefore means balancing innovation with the core principles that built the business in the first place.

Planning Ahead Creates More Opportunities

One of the most important aspects of future planning is starting early. Too often, succession and long-term strategy conversations are delayed until change becomes unavoidable. However, the strongest outcomes are usually achieved by firms that prepare proactively rather than reactively.

Early planning creates flexibility. It gives owners time to strengthen key areas of the business, develop future leadership, improve scalability, and consider what they want the long-term future of the firm to look like.

For many owners, these decisions are deeply personal. Behind every business are years of commitment, trusted client relationships, and a reputation that has taken decades to build.

Protecting that legacy matters.

At Superbia Group, we understand that preparing for the future is about more than financial value alone. It is about ensuring your clients, your team, and the business you have built continue to thrive for years to come.

If you are beginning to think about the next stage for your firm, whether that means succession planning, growth, or exploring future partnership opportunities, our team is always happy to have a confidential, no obligation conversation. Because preparing your firm for the next generation starts long before change becomes necessary.

Book a confidential no - obligation chat

Why Succession Planning Has Become a Priority for IFA Firms

Tue, 26 May 2026 14:52:06 +0000

Succession planning has become one of the most important conversations taking place within the IFA market today. For many firm owners, businesses have been built over decades through trusted relationships, long term client loyalty, and years of personal commitment. However, as the industry continues to evolve, more firms are beginning to recognise that planning for the future can no longer be treated as something to address later.

A combination of regulatory change, rising operational demands, adviser demographics, and increasing consolidation across the sector is reshaping the landscape for independent financial advice firms across the UK. In many cases, owners are now asking not only how their business can continue to grow, but how it can continue to thrive long term beyond its current leadership.

Importantly, succession planning is no longer just about retirement. It is about protecting clients, supporting staff, preserving culture, and ensuring the future stability of the business itself.

The Industry Is Changing Rapidly

The IFA market has seen significant acquisition and consolidation activity in recent years, with buyers continuing to seek high quality firms that demonstrate recurring revenue, strong client retention, and operational stability. At the same time, increasing compliance requirements and growing operational complexity are creating new pressures for independent firms.

For many business owners, these changes have highlighted the importance of planning ahead rather than reacting when circumstances become more urgent.

Historically, some firms expected succession to happen internally through management buyouts or gradual adviser transitions. While this remains an option for certain businesses, rising capital requirements and market challenges are making this route more difficult for many firms to achieve independently.

As a result, more IFA firms are exploring strategic partnerships, acquisitions, and long-term succession solutions earlier than ever before.

This shift is not necessarily driven by a desire to exit immediately. In many cases, it reflects a growing understanding that preparation creates more flexibility, stronger outcomes, and greater control over the future direction of the business.

Protecting More Than Just Business Value

One of the biggest misconceptions around succession planning is that it is purely a financial exercise. In reality, for many IFA firm owners, the emotional side of succession is equally important.

Behind every firm are years of client relationships, staff development, reputation, and trust built within the community. Many advisers have supported clients through multiple generations, major life events, and long-term financial decisions. Naturally, owners want confidence that these relationships and values will continue long after they step back from the business.

This is why cultural fit, continuity, and long-term client outcomes have become increasingly important factors in succession conversations.

The strongest succession strategies are often the ones that balance commercial objectives with personal priorities. Firm owners are increasingly looking for partners who understand not only the value of the business itself, but also the legacy behind it.

At the same time, early succession planning can help firms strengthen operational processes, reduce adviser dependency, improve scalability, and place themselves in a stronger position within the market overall.

Planning Ahead Creates Better Outcomes

The firms that typically achieve the strongest long-term outcomes are rarely the ones forced into rushed decisions. Succession planning works best when it begins early, allowing owners the time to fully understand their options, strengthen the business where needed, and approach future decisions from a position of confidence rather than pressure.

At Superbia Group, we work closely with IFA firms across the UK to support conversations around succession, acquisitions, and long-term strategic planning.

We understand that every firm is different, and that succession is often one of the biggest decisions a business owner will make. Our approach is focused not only on transactions, but on helping firms protect their future, their culture, and the relationships they have spent years building.

If you are beginning to think about the future of your business, whether that means succession planning, growth, or exploring partnership opportunities, our team is always happy to have a confidential, no obligation conversation.

Book a confidential no - obligation chat

How Technology Is Increasing the Value of Modern IFA Firms

Tue, 26 May 2026 14:52:06 +0000

The modern IFA landscape is changing rapidly. Client expectations are evolving, regulatory demands continue to increase, and competition across the sector is becoming more sophisticated. In this environment, technology is no longer simply a support function within a business. It has become a major driver of growth, efficiency, client experience, and ultimately, long term firm value.

For many years, the value of an IFA firm was heavily linked to assets under management, recurring revenue, and adviser relationships. While these factors remain important, buyers and investors are now looking much deeper into how businesses operate behind the scenes.

Increasingly, firms with strong technology infrastructure, integrated systems, and scalable operational processes are placing themselves in a significantly stronger position within the market.

Operational Efficiency Has Become a Competitive Advantage

One of the clearest ways technology impacts firm value is through operational efficiency.

Buyers today are not just assessing revenue. They are assessing how sustainable and scalable that revenue is. Firms that still rely heavily on manual administration, fragmented systems, and inconsistent processes can create operational risk and integration challenges during acquisitions.

In contrast, firms that have invested in effective CRM systems, streamlined workflows, digital client onboarding, and integrated reporting are often viewed as more efficient, scalable, and easier to grow.

Technology also allows advisers and support teams to spend more time focused on client relationships rather than administration. This creates stronger capacity for growth without necessarily increasing operational strain.

Importantly, efficiency is no longer just an internal benefit. It directly impacts client experience, profitability, and buyer confidence.

Client Expectations Continue to Evolve

The expectations of today’s clients look very different compared to even a decade ago. Clients increasingly expect clear communication, accessibility, transparency, and a more seamless experience across every interaction with their adviser. They are used to digital convenience in almost every aspect of life and financial advice is no exception.

Firms that embrace technology effectively are often better positioned to deliver this experience consistently. Secure client portals, digital fact finding, efficient communication systems, and improved reporting tools can all contribute to stronger engagement and better long term client retention. These factors matter significantly in a market where trust and continuity remain central to firm value.

At the same time, technology can also support stronger compliance processes, more accurate record keeping, and greater visibility across the business. This not only improves operational oversight but also creates greater confidence for potential buyers assessing long term risk.

Technology Alone Is Not Enough

While technology is becoming increasingly important, successful firms understand that systems alone do not create value. The strongest businesses combine operational efficiency with strong culture, trusted client relationships, and a clear long term vision. Technology should support these foundations rather than replace them.

This is particularly important within the IFA market, where personal relationships remain at the heart of financial advice. Clients still want reassurance, trust, and human connection during important financial decisions. Technology works best when it enhances the client experience while allowing advisers to focus on delivering meaningful advice and long term relationships.

From an acquisition perspective, buyers are increasingly drawn towards firms that demonstrate both operational maturity and strong client engagement. The combination of scalable infrastructure and trusted relationships is becoming a defining characteristic of high quality businesses within the sector.

Building Long Term Value

At Superbia Group, we work closely with IFA firms across the UK to help owners understand how operational improvements, technology adoption, and strategic planning can strengthen the long term value of their business.

In a changing market, preparation matters more than ever. Firms that invest early in scalability, efficiency, and client experience are often the ones best positioned for future growth, succession, and acquisition opportunities.

Whether you are actively considering the future of your business or simply want to better understand how your firm is positioned within the current market, our team is always happy to have a confidential, no obligation conversation.

Because in today’s IFA market, technology is no longer just supporting growth. It is becoming one of the factors defining future value.

Book a confidential no - obligation chat

Why Culture Matters More Than Ever in IFA Acquisitions

Tue, 12 May 2026 08:55:44 +0000

When people talk about acquisitions in the IFA market, the conversation often focuses on valuations, recurring revenue, and growth potential. While these factors remain important, there is another area that is playing an increasingly significant role in successful transactions: culture.

As the market continues to consolidate, buyers are becoming more selective about the firms they acquire. It is no longer just about financial performance. Buyers are also looking closely at how a business operates, how clients are looked after, and whether the firm aligns with their long-term vision.

More than a financial transaction

An acquisition is not simply the transfer of a client bank or revenue stream. In many cases, it involves long standing client relationships, established teams, and businesses that have been built over decades. Because of this, cultural alignment has become increasingly important. Buyers want confidence that clients will continue to receive a consistent experience and that staff will integrate successfully into the wider business.

Where there is a strong cultural fit, transitions are often smoother, client retention tends to be stronger, and long-term outcomes are usually more successful.

What buyers are looking for

Culture can mean different things to different businesses, but there are several areas buyers commonly assess during the acquisition process.

This often includes how client relationships are managed, the standards of advice delivered, internal communication, leadership structure, and the overall approach to running the business.

Firms with a clear identity and strong internal culture are often viewed as lower risk and easier to integrate.

Why this matters for firm owners

Many IFA firm owners focus heavily on financial performance when preparing for a future transaction, which is understandable. However, culture can have a direct impact on both attractiveness and long-term value. A business with strong client relationships, engaged staff, and a clear way of operating is often more appealing than one that performs well financially but lacks structure or consistency.

n some cases, cultural alignment can even influence the type of deal available and the level of confidence a buyer has in future growth.

Building a business that lasts

One of the strongest indicators of a well run firm is consistency. This applies not only to revenue, but also to how the business operates day to day. Firms that invest in their people, maintain strong client engagement, and create clear operational standards are often in a stronger position when opportunities arise. Importantly, these are also the qualities that tend to support long term business growth regardless of whether a transaction takes place.

We are here to help

The IFA firms that attract the strongest interest are rarely defined by numbers alone. Increasingly, buyers are looking for businesses that are sustainable, well structured, and culturally aligned with their long-term objectives.

At Superbia Group, we work closely with IFA firms to help them better understand their position in the market, strengthen their long-term attractiveness, and explore future opportunities with confidence. If you are considering your options or simply want a clearer view of how your business may be perceived by buyers, an initial conversation can often be a valuable starting

Book a confidential no-obligation chat

What Buyers Really Look for in an IFA Firm

Thu, 07 May 2026 10:35:50 +0000

The IFA market continues to evolve, with increasing demand from buyers looking to acquire high quality firms across the UK. But while activity remains strong, expectations have shifted. Today’s buyers are more selective. They are not just acquiring revenue. They are investing in sustainable, well-structured businesses with clear growth potential.

Understanding what buyers are truly looking for can help IFA firm owners position themselves more effectively and ultimately achieve a stronger outcome.

Quality of Income Matters More Than Quantity

Revenue alone is no longer enough. Buyers place significant emphasis on the quality and predictability of income. Firms with a high proportion of recurring revenue, supported by ongoing advice and service agreements, are far more attractive than those relying on transactional business.

This provides stability and makes future performance easier to forecast.

A Strong and Engaged Client Bank

A well-managed client bank is a key driver of value. Buyers will look closely at client demographics, retention levels, and engagement. Firms that maintain regular contact, deliver consistent value, and have clear service structures in place tend to stand out.

It is not just about how many clients you have, but how well those relationships are maintained.

Reduce Dependence on Individual Advisers

A common challenge within IFA firms is the reliance on one or two key advisers.

When client relationships are closely tied to individuals, this can create uncertainty for a buyer. A more attractive model is one where the firm itself holds the relationship, supported by a team based approach.

This can be achieved by introducing clients to multiple team members, maintaining detailed records of interactions, and ensuring consistent service across the business.

Define Your Position in the MarketOperational Strength and Efficiency

Firms that stand out tend to achieve stronger outcomes. Whether your focus is a specific client segment, a particular service offering, or a defined geographic area, having a clear identity makes your business more compelling. It shows buyers that you understand your market and have built a sustainable proposition.

A strong reputation and consistent messaging can also enhance perceived value.

Plan Early to Maximise Value...

One of the most important factors in a successful exit is timing. Leaving preparation too late can limit your options and reduce value. By planning ahead, you give yourself the opportunity to strengthen key areas of the business and approach the market from a position of confidence. Even small improvements made over time can have a meaningful impact on the final outcome.

For IFA firm owners, an exit is more than a financial event. It is a significant milestone that reflects years of work and commitment. With the right preparation, you can ensure that your firm is positioned to attract the right buyer, achieve a strong valuation, and continue to serve clients effectively into the future.

At Superbia Group, we support IFA firms at every stage of their journey, from understanding value through to preparing for and completing a successful sale.

Book a confidential no-obligation chat

How IFA Firms Can Prepare for a Successful Exit

Wed, 29 Apr 2026 11:30:35 +0000

For many owners of IFA firms, building a trusted business takes years of dedication, strong client relationships, and consistent delivery. But when it comes to stepping away, preparation is often overlooked.

A well planned exit is not just about selling your firm. It is about protecting what you have built, securing the right outcome for your clients and team, and achieving the value your business deserves.

Start with a Clear Outcome in Mind

The most successful exits begin long before a firm goes to market. Understanding what you want from a sale is essential. Some owners want to maximise value, while others prioritise client continuity or a gradual transition. Being clear on your goals allows you to shape your business in a way that aligns with the right type of buyer.

Without this clarity, decisions can become reactive and opportunities may be missed.

Focus on Recurring Income

Predictable income is one of the most attractive features of an IFA firm. Buyers place a premium on businesses that generate consistent revenue through ongoing advice and service agreements. This type of income provides visibility and reduces risk, which in turn can improve both valuation and deal structure.

If your firm still relies heavily on transactional income, it may be worth reviewing how you can increase ongoing client relationships.

Reduce Dependence on Individual Advisers

A common challenge within IFA firms is the reliance on one or two key advisers.

This can be achieved by introducing clients to multiple team members, maintaining detailed records of interactions, and ensuring consistent service across the business.

Define Your Position in the Market

A strong reputation and consistent messaging can also enhance perceived value.

Plan Early to Maximise Value...

At Superbia Group, we support IFA firms at every stage of their journey, from understanding value through to preparing for and completing a successful sale.

Get in touch today

What Makes a Financial Advice Firm Attractive to Buyers?

Wed, 22 Apr 2026 15:27:43 +0000

For many financial advisers and firm owners, selling a business is not simply about reaching the end of a career. It is about protecting a legacy, supporting clients, and making sure the business continues to thrive under the right ownership.

If you are thinking about succession planning, retirement, or a future sale, it helps to understand what buyers are actually looking for. A strong valuation is rarely based on turnover alone. Buyers want confidence, continuity, and a business that is built for long term success.

There are several factors that consistently make a financial advice firm more attractive to buyers.

1. Recurring income creates confidence

One of the most important things buyers look for is the quality of your revenue. A firm with strong recurring income is usually more appealing than one that depends heavily on one off transactions. Ongoing adviser fees, long standing client relationships, and regular service income all help create predictability.

This matters because recurring income gives buyers confidence in future cash flow. It also suggests that clients are engaged and receiving ongoing value from the service you provide. If your firm has a high proportion of recurring income, it is likely to be viewed as more stable and potentially more valuable.

2. Strong client relationships matter

A buyer is not only acquiring a business. They are also taking on responsibility for the clients behind it.

This is why client retention and relationship quality are so important. Buyers want to see a loyal client base that has been well looked after over time.

They will often consider:

How long clients have stayed with the firm

How often reviews are carried out

Whether service agreements are clear

Whether there is evidence of regular engagement

How likely clients are to remain after a sale

A business with strong client retention can make the transition far smoother and can improve confidence during the sale process.

3. Clean compliance and organised records reduce risk

In financial services, compliance is a key part of business value. A well run firm with organised records, consistent file quality, and clear internal processes will often stand out to buyers. Good documentation reduces risk and makes due diligence more efficient.

Buyers want reassurance that:

Client files are complete and up to date

Advice processes are documented clearly

Compliance standards are consistent

Internal systems are well managed

There is a clear structure behind the business

If these areas are weak, it can slow down the transaction or affect the final deal.

4. Lower reliance on one individual is a major advantage

Many financial advice firms are built around the reputation and relationships of the owner. While that can be a strength, it can also create concerns for buyers. If every client relationship depends entirely on one person, the business may be harder to transition. Buyers will often look for signs that the firm can continue successfully after the owner steps away.

This could include:

Shared client relationships

Support staff involved in service delivery

Documented internal processes

A gradual handover plan

Clients who understand the wider team and business

Reducing key person dependency can make your business more attractive and can support a smoother handover.

Talk to us...

The first conversation is simply about understanding where you are today and what you might want from the future, rather than pushing you towards a transaction. Many of the firms we speak to are still several years away from making any decisions but find it valuable to have a clear and informed view of what their options could look like when the time comes.

Our role is to give you that clarity in a straightforward and practical way. That means open discussions around valuation, deal structures, and what any transition would mean for you, your clients, and your team. It allows you to take stock, understand what is achievable, and make decisions at your own pace with no expectation to proceed.

In many cases, that initial conversation is all that is needed.

Get in touch today

Starting the Conversation: Protecting Your Legacy and Planning Ahead

Tue, 14 Apr 2026 14:02:35 +0000

For many business owners, thinking about the future of their firm is something that sits in the background. It is important, but rarely urgent. As a result, it is often left until a later stage, when decisions feel closer and the stakes feel higher. At Superbia Group, we believe the most valuable time to start the conversation is much earlier.

The first discussion is not about making decisions or committing to a process. It is about understanding where you are today, what you have built, and what you may want your future to look like.

Why Starting Early Matters

Your business represents years of effort, relationships, and reputation. It is more than a financial asset. It is your legacy. By starting the conversation early, you give yourself the opportunity to shape that legacy with intention. Rather than reacting to circumstances later, you can plan in a way that protects what matters most to you, whether that is your clients, your team, or the culture you have created.

Early conversations also allow for better outcomes. With time on your side, you can make incremental improvements that enhance the value of your business, strengthen its structure, and ensure it is well positioned for any future transition.

Creating Clarity Without Pressure

Many of the firms we speak to are still several years away from taking any formal steps. What they are looking for is clarity, which comes from open, practical conversations around valuation, deal structures, and what a transition could realistically involve. It provides a clear understanding of what is achievable and what options may be available in the future.

Importantly, there is no expectation to act. The purpose is not to move you towards a transaction, but to give you the information you need to make confident, informed decisions when the time is right.

Planning for Success on Your Terms

Successful planning rarely happens under pressure. It comes from having the time to reflect, consider different paths, and align your business goals with your personal ambitions.

An early conversation allows you to do exactly that. It helps you take stock of your current position and think strategically about the future. You can explore how to maximise value, ensure continuity for your clients, and create the right outcome for your team.

It also provides reassurance. Knowing what your options could look like removes uncertainty and allows you to move forward with greater confidence, even if you choose not to take any immediate action.

A Valuable Step

In many cases, that first conversation is all that is needed. It gives business owners a clearer perspective, a better understanding of their position, and a sense of control over what comes next. There is no obligation to continue, no expectation to proceed, and no pressure to make decisions before you are ready.

If and when you decide to explore your options further, having already had that initial conversation can make all the difference. You will be better prepared, better informed, and in a stronger position to achieve the outcome you want.

And until then, the door is always open.

Because starting the conversation is not about making a decision today. It is about giving yourself the clarity and confidence to shape tomorrow.

Get in touch today

Superbia expands AUM towards £1.4bn with latest client bank acquisition

Thu, 02 Apr 2026 09:57:52 +0000

Superbia Group, the B Corp-certified financial planning and investment group, has announced the client bank acquisition of Coventry-based Frank Corrigan & Co. Limited, further strengthening its presence in the Midlands and taking total group assets under management to approaching £1.4 billion.

The deal brings approximately £200 million in client assets into the group, increasing Superbia’s footprint to around 3,000 ongoing clients nationwide.

This marks Superbia’s fourth transaction in the past 18 months and forms part of a series of client bank acquisitions, alongside William StClare and Spicer & Yarwood as well as the acquisition of Sanctuary Financial Planning.

The latest integration reflects Superbia’s deliberate and focused growth philosophy, which prioritises long-term client outcomes. Each opportunity is assessed not only on strategic fit, but on cultural alignment, adviser continuity, and the ability to enhance the client experience over time. This philosophy continues to underpin the group’s success.

Stefan Fura, Group Managing Director of Superbia Group, commented:

“Our focus has always been simple — grow in a way that genuinely improves outcomes for clients.

Corrigans is a strong business with a long-standing reputation and a clear alignment in how they look after their clients. That matters more to us than anything else when we’re looking at opportunities.

Reaching £1.4 billion of assets is an important milestone, but it’s not the goal in itself. What matters is how we deliver for clients at that scale — maintaining the standards, culture and care that have got us here.

We’ll continue to grow, but we’ll do it selectively. Only where there’s a strong cultural fit, where advisers want to be part of what we’re building, and where we can genuinely enhance the client experience.

That's how we build a business that lasts.”