Most dentists are high-earning, incorporated, and buy several overlapping financial products — yet they’re usually served by generalist advisors with no dental focus. Dental Financial Group pairs your dentist network and origination engine with Jimmy’s licensed advisory practice to become the default financial partner for dentists and their practices.
Warm introductions to Alberta dentists (and BC via Farooq), venues and hosting for education events, marketing, operations, finance and startup capital. Distribution is the scarce asset in insurance sales — you own it.
The life & wealth licences, the Designated Representative role and compliance liability, carrier contracts, and the advisory work that converts and services clients. This is his new venture; his brother takes over his legacy book.
Thirds each in a HoldCo; you and Slade hold two-thirds combined, so you control the business. Jimmy keeps sole authority over regulated decisions — a legal requirement, not a concession.
Alberta general dentists average roughly $200,000–$230,000 a year, and practice owners more. Most operate through a professional corporation, which opens tax-driven planning: corporate-owned life insurance, Individual Pension Plans, and retirement strategies a salaried client can’t use.
One dentist client can support disability, business-overhead, critical illness, life, group benefits for staff, and investment/retirement accounts. Several products per relationship, much of it recurring revenue that compounds.
Dentists belong to study clubs and associations and refer each other. One warm introduction leads to the next — the network compounds if you feed it with education and good service.
A practice that genuinely understands practice economics, associate buy-ins, and practice purchases is differentiated from a generic advisor. That specialisation is the wedge.
The highest-leverage long-game move: capture dentists at dental school and in their first few years, before any other advisor does. They cost almost nothing to acquire, they’re loyal to whoever helped them first, and they mature into the six-figure-premium practice owners of the next decade.
| Product line | Attach | Avg premium / AUM | First-yr comm | Recurring / yr |
|---|---|---|---|---|
| Total per average client |
Illustrative CAD. Attach rates and commission levels are placeholders for Jimmy to validate against real carrier grids.
The engine is warm distribution plus education. You open doors; Jimmy converts and services. Because leads arrive warm, acquisition cost is low and close rates are high versus cold prospecting.
Two entities keep the compliance line clean while letting you own and control the business.
Separate pay for work from ownership of the business. Each commission dollar splits into producer pay and the balance.
Adjust the levers; every number and chart updates. Full dentist clients and the new-grad cohort are modelled separately, then combined. Recurring revenue begins the year after a client is signed and stacks across cohorts.
| CAD | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|
Illustrative only. Wealth AUM held flat and some renewal-servicing economics excluded, so the recurring side is conservative. Replace per-client assumptions with Jimmy’s real carrier grids before relying on outputs.
Before chasing a single new client, there's recurring revenue sitting in your own filing cabinet. You, Slade and your professional corporations already pay ~$335,000/year in insurance and benefits premiums to outside brokers. Bring these in-house and DFG recaptures the commission. Because they're your own policies, Jimmy takes no producer cut — the whole commission is owner profit, split equally three ways.
| Your policy | Provider / broker | Annual premium | Licence | Est. commission |
|---|---|---|---|---|
| Commercial P&C — TripleGuard (7 locations) | Zurich / CDSPI | $83,604 | General | $8,400–$12,500 |
| Directors & Officers (9 PCs) | Berkley / CJ Campbell | ~$16,410* | General | $1,600–$2,400 |
| Group Benefits (61–100 staff) | Canada Life / HUB | $235,344 | Life & A&S ✓ | $18,800–$28,200 |
| Total | ~$335,400 | $28,800–$43,100 |
*D&O = 8 policies; CJC-PDO-193 (~$2,450) still pending. Commission rates are estimates — actual broker comp isn't disclosed on these documents and must be confirmed. D&O billed amount includes broker fees; commission is on the premium portion.
Group Benefits is life & A&S — Jimmy can broker it today. At ~$235K premium it's the bulk of the opportunity (~$19K–28K/yr) and immediately actionable, no new licence.
P&C + D&O (~$100K premium → ~$10K–15K/yr) sit under a general insurance licence that Jimmy's life certificate doesn't cover — that's the gap to close.
Bring in a Level 2/3 general broker to provide the licence, market access and placement on your P&C and D&O — from day one, no waiting.
Proposed split (P&C / D&O only): partner 1/3; the remaining 2/3 split equally among the three owners (~22% each). Fair since you bring the client — and it should step down toward a referral fee as Jimmy licenses up, so the incentive to transition is built in. Group Benefits stays full equal-thirds.
| Stage | What it unlocks | Requirement | Realistic timing |
|---|---|---|---|
| General Level 1 | Can sell general insurance, but must be supervised by a Level 2/3 | GLQP course + Level 1 exam (70%) | ~1–3 months |
| General Level 2 | Works independently, builds own P&C book — reliance on the partner's licence largely ends | Level 2 exam / course equivalency | ~6–12 months |
| General Level 3 | Can be Designated Representative of DFG's own general agency — outsider no longer needed | Hold Level 2 for 24 of 36 months | ~2.5–3 years |
HoldCo split one-third each: Jimmy, Dmitry, Slade. Dmitry + Slade = 66.6% combined control of ordinary business matters.
You and Slade control ordinary-course decisions. Reserved matters (sale, new equity, debt, changing the split, wind-up) need all three. Jimmy holds sole authority over regulated/compliance decisions as Designated Representative — you can’t outvote him on compliance.
Pool A: 40% producer comp to the advisor doing the work. Pool B: 60% balance to OpCo, less opex, distributed 1/3 each. Net effect ≈ Jimmy 60% / Dmitry 20% / Slade 20% per dollar.
Dmitry & Slade equity vests against origination delivered (leads / doors / events) over 24–36 months. Jimmy reverse-vests over ~4 years of service. Protects against front-loaded contribution.
Clients and the book belong to OpCo/HoldCo, not individuals. Non-solicit / non-compete on exit; Jimmy’s is the most important given he holds the licence. New advisors hired by OpCo, paid from Pool A.
Right of first refusal among partners. Valuation on an agreed formula (multiple of trailing recurring income + AUM value). Drag/tag along. Key-person insurance on Jimmy owned by the business.
Non-binding; records current intent as a basis for definitive agreements drafted by counsel. Not legal advice.
| Risk | Mitigation |
|---|---|
| Key-person (Jimmy) — licence & relationships run through him. | Reverse-vesting; key-person insurance owned by the business; hire additional licensed advisors; book owned at entity level. |
| Front-loaded origination — lead flow could stop after launch. | Vesting tied to origination delivered; origination credits that decay over time. |
| Regulatory — commission-sharing & referral rules are strict. | Keep all regulated activity inside the licensed agency; counsel confirms structure in AB & BC before launch. |
| Conflicts — brother’s legacy book; Farooq’s undefined role. | Define both in writing up front; non-compete / scope boundaries. |
| Partner alignment — three-way splits fail on unclear control/exit. | Governance, buy-sell, and non-solicit terms agreed on day one. |
Legal/compliance sign-off; AIC corporate licence & DR appointment; carrier/MGA contracts; brand; first lunch & learns and campus outreach; core insurance live in Alberta.
Add wealth/IPP via a registered dealer; deepen Alberta; land the student/new-grad pipeline; Jimmy re-licenses in BC and Farooq’s network engaged.
Hire additional licensed advisors; scale recurring revenue; formalise BC operations; first cohort of new grads maturing into practice-owner clients.