Your inputs.
Estimates are fine. The math runs in your browser; nothing leaves this page unless you request an emailed report at the bottom.
The combined household assets you currently advise on.
55%
The cohort actively in or approaching the decumulation phase. Set this based on your own client roster — books vary widely.
25%
Clients holding meaningful balances — $250K+ — specifically for income, not as liquidity reserves. These are the conversations most likely to surface.
30%
Your estimate of how many of these clients will surface an income or protection question in the next two years. Adjust based on what you're already hearing in client meetings.
80 bps
Blended across your fee schedule. Use your actual average — not a published industry figure.
12 yrs
The number of years to project the recurring fee impact. This is an illustration window, not a forecast of actual client tenure.
Advanced assumption (optional)
35%
When you refer a case to a third party, the portion of the funding AUM that ultimately leaves your platform. This is a judgment call based on your referral history.
Your estimate.
Updates live as you adjust the inputs.
Estimated annual fee revenue at risk
$0/yr
From clients likely to seek income or protection solutions in the next 24 months.
AUM in the income-decision cohort
$0
12-year illustration
$0
Show the math
Balancing considerations — read before acting on any figure
The number above estimates advisory revenue that may move off your platform — it is not a measure of client benefit, and it is not a reason to place a product. Any income or protection solution must be weighed against its own costs and trade-offs:
- Surrender charges & liquidity. Annuities and similar contracts commonly carry multi-year surrender periods and withdrawal limits. Assets placed in them are not freely accessible, and early liquidation can trigger penalties that reduce client value.
- Product fees. Mortality & expense charges, rider fees, and contract costs reduce client returns over time. None of these are reflected in any figure shown here.
- Best-interest obligation. Retained advisory revenue never overrides the duty to recommend only what is suitable and in the client's best interest. Keeping a case in-house is appropriate only when the solution itself is.
- Not every referred case results in lost AUM. Some referral arrangements retain assets or strengthen the relationship.
- Bringing protection in-house has its own costs — E&O exposure, advisor licensing and training, carrier appointments, operational complexity — none of which are subtracted here.
- This is one scenario, not a forecast. Actual outcomes depend on your referral structure, the approach you choose, and client-specific factors no model captures.
If the number above is meaningfully more than zero, there is a case-design conversation worth having.