Wealth management advisor for executives
For a manager, more than 70% of assets are often concentrated in the securities of his company.
As a leader, your heritage is unlike any other.
Why does a manager have specific wealth needs?
The interweaving of professional assets and personal assets
For most managers of SMEs and mid-caps, more than 70% of their net assets are concentrated in their company's securities.
The overlap is also legal: partner current account, personal guarantees, matrimonial regime, civil liability in the event of management error - all vectors by which the company can reach your private assets if no protection architecture has been put in place.
Risks specific to managerial status
Three structural risks distinguish the manager from the wealthy individual: the concentration of capital on a single non-liquid asset, the correlation between his income and the health of his company (if the company goes badly, his dividends and his salary drop simultaneously), and the absence of an institutional safety net comparable to that of an employee in terms of heavy pension provision.
The role of the wealth management advisor to a manager
Global asset audit: professional and personal assessment
The first mission is cartographic.
Tailored strategy vs. standardized advice
A traditional banking advisor will offer you in-house envelopes – life insurance, SCPI, PER – calibrated for a standard saver.
Coordination with the accountant, lawyer and notary
The CGP does not replace other councils: it orchestrates them.
Optimization levers at each stage of the manager's life
Creation and launch — choice of status, protection of personal assets
From creation, two decisions structure the assets for the following ten years: the choice of legal status (SAS, SARL, individual company with IS) and the protection of personal assets against professional creditors.
Growth — optimization of remuneration
This is the phase where the salary/dividend trade-off is the most debated.
Employee savings (profit-sharing, participation, PEE, PERCO) constitute a lever underused by managers of VSE-SMEs: contributions are deductible from the company's tax results and exempt from social charges within certain limits, making it possible to transfer up to several tens of thousands of euros annually to long-term savings with very low taxation.
Maturity phase — investments, diversification, foresight
When the company generates a systematic surplus, the question is no longer the optimization of remuneration but the allocation of accumulated capital.
At this stage, the asset holding company takes on its full meaning: it captures the dividends returned free of IS (mother-daughter regime), reinvests almost tax-free, and constitutes a progressive transmission vehicle via donation of securities.
Transmission and transfer — Dutreil pact, holding company, capital gains, retirement
The sale or transmission is the most complex and risky moment of heritage.
Article 150-0 B ter allows the taxation of capital gains to be deferred in the event of contribution of securities to a holding company before sale, provided that the holding company reinvests at least 60% of the proceeds in an eligible activity within two years.
The manager's allowance for retirement (article 150-0 D ter) adds a fixed reduction of €500,000 to the capital gain in the event of transfer within 24 months of actual retirement.
Tax optimization for the manager: the key mechanisms
IS/IR arbitration and choice of social regime
The choice between IS and IR for eligible structures (EURL, EARL, partnerships) determines the personal tax base and access to deduction schemes.
PER, life insurance, dismemberment
The individual PER allows payments to be deducted from taxable income (up to 10% of professional income, capped at €35,194 for 2024 in the case of a maximum bracket).
IFI reduction and real estate strategies
The securities of the operating company are exempt from IFI as professional property.
Protection of the leader and his family
Marital regime and spousal protection
The legal community regime exposes the spouse to the professional debts of the manager if the latter has signed personal guarantees.
Foresight and risk coverage
Foresight is structurally insufficient among managers: compulsory TNS plans rarely cover more than 30 to 40% of income in the event of disability.
How to choose your wealth management advisor when you are a manager
Selection criteria
Three non-negotiable criteria: the status of Financial Investment Advisor (CIF) registered with a professional body approved by the AMF, documented experience on management issues (disposals, holding companies, Dutreil pact), and the transparent method of remuneration.
Independent advisor vs private bank vs multi-family office
Private banking offers a complete service but remains constrained by its product range and its commercial interests.
FAQ — Wealth management advisor for executives
From what amount should you consult a CGP?
There is no absolute threshold, but the added value of a specialized CGP for managers becomes significant when your situation combines several issues: remuneration arbitrage, retirement savings to be built up, and the beginning of real estate assets or business valuation.
What is the difference between a CGP and an accountant?
The accountant optimizes your company's taxation and ensures compliance with your accounting and reporting obligations.
How is a wealth management advisor paid?
Three models coexist: fixed fees or time spent (the most transparent), commissions on the products distributed (management fee retrocessions), and mixed model.