Relevant Life Brokerage
12 Month Plan
A clear operating plan for the full team covering lead growth, channel mix, commission expectations, advertising, operating costs, reserves and profit targets.
What we are building toward
The aim is to grow carefully, not jump straight to full quarterly volume. Each three-month block ramps toward its target by the final month, giving marketing, sales and operations time to absorb the additional volume.
*Before corporation tax, dividends and any costs not included in the operating assumptions below.
How the model works
| Metric | Months 1–3 | Months 4–6 | Months 7–9 | Months 10–12 |
|---|---|---|---|---|
| Lead target by phase end | 275 / month | 350 / month | 400 / month | 450 / month |
| Target close rate | 15% | 15% | 15% | 15% |
| Net commission per paid case | Sep–Oct: £1,320 Nov: £1,760 | £1,950 | £2,000 | £2,000 |
| Target blended CPL | £25 | £28 | £32.50 | £35 |
| Other monthly operating costs | Sep: £700 Oct–Nov: £2,200 | £2,750 | £3,500 | £3,500 |
| Reserve allocation | 30% | 20% | 20% | 20% |
September and October payment split: the brokerage receives a 60% commission split for these two months, equivalent to £1,320 net revenue on a £2,200 gross policy. From November the model moves to the 80% split (£1,760 on a £2,200 gross policy). September is deliberately cash-light: only 1 gross commission is recognised as paid revenue, ad spend is £3,500 and other operating costs are £700.
Month-by-month targets
This is the central scorecard for the team. Marketing owns lead volume and acquisition cost. Sales owns conversion and paid cases. Finance owns cash received, costs and reserve transfers.
| Month | Leads | Paid Comms | Revenue | Ads | Other Costs | Profit Pre-Reserve | Reserve | After Reserve |
|---|---|---|---|---|---|---|---|---|
| Sep 26 | 200 | 1 | £1,320 | £3,500 | £700 | -£2,880 | £0 | -£2,880 |
| Oct 26 | 240 | 36 | £47,520 | £6,000 | £2,200 | £39,320 | £11,796 | £27,524 |
| Nov 26 | 275 | 41 | £72,160 | £6,875 | £2,200 | £63,085 | £18,926 | £44,160 |
| Dec 26 | 300 | 45 | £87,750 | £8,400 | £2,750 | £76,600 | £15,320 | £61,280 |
| Jan 27 | 325 | 49 | £95,550 | £9,100 | £2,750 | £83,700 | £16,740 | £66,960 |
| Feb 27 | 350 | 52 | £101,400 | £9,800 | £2,750 | £88,850 | £17,770 | £71,080 |
| Mar 27 | 365 | 55 | £110,000 | £11,863 | £3,500 | £94,638 | £18,928 | £75,710 |
| Apr 27 | 385 | 58 | £116,000 | £12,513 | £3,500 | £99,988 | £19,998 | £79,990 |
| May 27 | 400 | 60 | £120,000 | £13,000 | £3,500 | £103,500 | £20,700 | £82,800 |
| Jun 27 | 415 | 62 | £124,000 | £14,525 | £3,500 | £105,975 | £21,195 | £84,780 |
| Jul 27 | 435 | 65 | £130,000 | £15,225 | £3,500 | £111,275 | £22,255 | £89,020 |
| Aug 27 | 450 | 68 | £136,000 | £15,750 | £3,500 | £116,750 | £23,350 | £93,400 |
Where the leads should come from
Months 1–3
Prove the engineMonths 4–12
DiversifyThe final 10% after Month 3 is planned as 5% LinkedIn and 5% TikTok. This can be reallocated between those two channels if one materially outperforms the other.
| Month | Total Leads | Meta | TikTok | ||
|---|---|---|---|---|---|
| Sep 26 | 200 | 170 | 20 | 10 | 0 |
| Oct 26 | 240 | 204 | 24 | 12 | 0 |
| Nov 26 | 275 | 234 | 28 | 13 | 0 |
| Dec 26 | 300 | 195 | 75 | 15 | 15 |
| Jan 27 | 325 | 211 | 81 | 16 | 17 |
| Feb 27 | 350 | 228 | 88 | 17 | 17 |
| Mar 27 | 365 | 237 | 91 | 18 | 19 |
| Apr 27 | 385 | 250 | 96 | 19 | 20 |
| May 27 | 400 | 260 | 100 | 20 | 20 |
| Jun 27 | 415 | 270 | 104 | 21 | 20 |
| Jul 27 | 435 | 283 | 109 | 22 | 21 |
| Aug 27 | 450 | 292 | 113 | 23 | 22 |
What success looks like each quarter
Phase 1 — Prove
Sep–NovRamp from 200 to 275 leads per month. September starts with 1 paid policy, £3,500 ad spend and £700 other costs. September and October operate on the 60% commission split, moving to 80% from November. Validate lead quality, response times, sales process and paid-case economics. November target: 41 paid commissions, £72,160 revenue and £44,160 after reserve.
Phase 2 — Build
Dec–FebRamp from 300 to 350 leads per month. Increase Google's share and introduce TikTok. February target: 52 paid commissions, £101,400 revenue and £71,080 after reserve.
Phase 3 — Scale
Mar–MayRamp from 365 to 400 leads per month. Build adviser and admin capacity ahead of demand. May target: 60 paid commissions, £120,000 revenue and £82,800 after reserve.
Phase 4 — Establish
Jun–AugRamp from 415 to 450 leads per month. Finish Year 1 with a repeatable multi-channel acquisition and sales engine. August target: 68 paid commissions, £136,000 revenue and £93,400 after reserve.
What the full year should produce
| Year 1 Measure | Target |
|---|---|
| Qualified leads generated | 4,140 |
| Paid commissions recognised | 592 |
| Net commission revenue | £1,141,700 |
| Advertising spend | £126,550 |
| Other modelled operating costs | £34,350 |
| Operating profit before reserve | £980,800 |
| Cash allocated to reserve | £206,977 |
| Profit / cash after reserve | £773,824 |
August 2027 exit run-rate: 450 leads / month → 68 paid commissions → £136,000 monthly net commission revenue. Held for a full year, that is approximately a £1.63m annual revenue run-rate.
What every department should track
Marketing
Spend, lead volume, CPL by channel, lead quality, channel share and blended acquisition cost.
Sales
Speed to lead, contact rate, appointments, lead-to-sale conversion, paid commissions and average commission value.
Finance
Cash received, ad spend, operating costs, P&L, reserve transfer and remaining cash position.
Operations
Pipeline ageing, case progression, adviser workload, admin capacity and bottlenecks that could restrict growth.
Monthly management checklist
How this should be used
This is a management target framework, not a fixed prediction. Actual insurer or network payment timing, persistency, clawbacks, adviser capacity and channel quality will vary. Management should compare actuals against this plan every month and update the forecast when the real data changes.
Do not treat the after-reserve figure as shareholder take-home pay. Corporation tax, dividends, adviser remuneration or commissions not already included, compliance or network charges, additional hires and any other unmodelled expenditure still need to be considered.