valueequityanalysis.com

Independent, business-by-business valuations built from company filings — owner earnings, a ten-year outlook, and a bear / base / bull range. Search a ticker to see our estimate of what the business is worth.

Not investment advice. We are not registered investment advisers, and the people behind this site may hold or trade positions in companies analyzed here. Full disclosures.

Silvercrest Asset Management Group Inc. (SAMG) stock intrinsic value fair value estimate & owner earnings analysis

Margin of safety$4.00 ComplexityAverage Updated
$2.00 $18.86
bear $2.00 base $7.38 bull $18.86 margin of safety $4.00 market price* $10.62
Silvercrest Asset Management is a New York-based wealth manager for wealthy families, endowments and foundations, with growing institutional and international mandates. It earns almost all of its revenue as a percentage of the assets it manages on a discretionary basis: $24.7 billion at June 30, 2026, a record high. Revenue was a record $125.3 million in 2025 and was flat in the first half of 2026 at $62.2 million. Every client relationship can be ended on no notice, so revenue depends on two things: where markets are, and whether clients stay. HOW YOU OWN IT. The listed Class A shares own about 65% of the operating partnership. The firm's principals own the remaining 35% through partnership units that convert one-for-one into Class A shares. Reported cash flow covers the whole partnership, so we divide it by all units (about 11.9 million) rather than by the 7.75 million Class A shares alone. Two further items reduce what a Class A share is worth. First, corporate income tax is paid only on the listed company's share of profits, so we charge that tax to Class A holders alone instead of spreading it across all units. Second, the listed company owes its principals about $9.4 million under a tax-sharing agreement signed at the IPO, roughly $1.21 per Class A share. WHAT THE BUSINESS EARNS NOW. We start from operating cash, remove timing swings in bonus accruals and bills, and subtract equity-based pay and the capital spending needed to keep going. Amortisation of client lists bought in past acquisitions is added back as a sunk cost. Clients from those books do drift away over time, and that attrition is visible in the firm's net outflows, so we carry it in the growth path. From 2016 to 2024 this measure ran between $1.03 and $2.38 per unit, typically around $1.40. It fell to $0.64 in 2025 and to about $0.27 for the first half of 2026, against $0.75 a year earlier. The cause is costs, not revenue. Compensation rose from 62% of revenue in 2024 to 67% in 2025 and stayed there in 2026, driven by merit raises, new hires, higher bonus accruals and a $3.9 million earnout bonus accrued in 2025. Other costs have also stepped up: professional fees roughly doubled, and travel and systems costs rose. These support a build-out of institutional and international distribution, including a Singapore office opened in May 2025 and an EU licence application. Management says the plan is proceeding as designed, which tells us the spending is intended to continue. Four consecutive quarters at this cost level is enough for us to treat it as the business as it stands today. We no longer assume a return to the older, leaner cost structure unless the firm actually delivers it. Discretionary client flows have been negative three years running: net discretionary outflows of $1.1 billion in 2023, $0.7 billion in 2024 and $1.3 billion in 2025, offset by market gains. Gross new money is still arriving. Organic new accounts were $111 million in Q2 2026, and an A$500 million institutional contribution was funded in July 2026. That mandate is on a low-fee schedule (about 0.15%), so it adds assets far faster than it adds revenue. BASE CASE (about $7.40 per share). Revenue edges up from the higher asset level the firm entered Q3 2026 with, and costs stay where they are now. Owner earnings are about $5.7 million for 2026 and $7.0 million in 2027, then hold near $7.5 million a year (about $0.63 per unit), roughly the 2025 level. The 2027 step-up rests on the record discretionary assets and the July mandate already in hand. No margin recovery, no international payoff and no market growth is assumed. On that basis the business is worth about $126 million, against $9.8 million of bank debt and finance leases and the $9.4 million tax-sharing obligation. After the corporate-tax adjustment, that leaves about $7.40 per Class A share. BEAR CASE (about $2.00 per share). A market decline like 2008-09 cuts revenue by about a quarter for two years, from $127 million to roughly $95 million. Bonuses flex down, but salaries and the enlarged fixed costs do not, so the firm burns about $6 million and then $4 million of cash in those years. Assets regrow afterward. Outflows continue as acquired client books age, and a senior team leaves with its relationships. Earnings settle around $4 million a year. The business is worth about $53 million. The firm can carry its small term loan through this, because it holds roughly $40 million of cash before the annual bonus payout each year and can cut its dividend. After the $9.8 million of debt and the tax-sharing obligation, about $2.00 per share remains. BULL CASE (about $18.90 per share). The firm brings compensation back to the 62% of revenue it actually ran at in 2023-24, while the institutional build-out keeps adding mandates. Institutional assets already rose from $8.7 billion to $9.8 billion in Q2 2026. Owner earnings climb back to the roughly $18 million a year the business earned in 2023-24 and hold there. The business is worth about $286 million, or about $18.90 per share after debt, the tax-sharing obligation and corporate tax. No growth beyond that level is credited. MARGIN OF SAFETY PRICE: $4.00. We are not confident about the earnings level. The business earns a third to a half of what it earned two years ago, and it is not yet clear how much of the new cost base management will choose to keep. Plausible bad outcomes would hit this business hard, because every client can leave on no notice and relationships are concentrated in a small group of principals. A market drawdown on top of today's cost base would push it to losses. What protects owners is the balance sheet: debt is only $9.5 million, and there are no large fixed obligations beyond leases. The firm should survive, but shareholders could be left with little. If we are wrong about costs, the value moves a long way in either direction: a return to the old cost structure is worth well over $15, and a downturn on the current one is worth around $2. The $0.84 annual dividend is not covered by first-half 2026 earnings, so the price does not count on it over the holding period. From $4.00, the median case alone implies roughly double that value within a few years without relying on the dividend, and a return of the old cost discipline implies a multiple of it. The bear case value is about half that price, which is why the margin-of-safety price is not set higher. WHAT CHANGED SINCE OUR PREVIOUS ANALYSIS. We previously treated 2025's weakness as mostly temporary and expected a recovery toward the firm's older earnings level. Two more quarters of the same cost structure in 2026, together with management's statement that the investment programme continues, show the higher costs are a standing feature for now. That lowers our estimates across the board. The earlier figures were also prepared on a different basis for debt and the tax-sharing agreement, so they are not directly comparable. WHAT COULD NOT BE PINNED DOWN. The filings do not say whether the $3.9 million earnout bonus will recur, or exactly which hires and fees belong to the international programme. Management identifies under $0.5 million of 2025 costs as international. We treated the whole cost base as ongoing until it is shown otherwise.
Fiscal yearOwner's earningsMethodology
2025 $0.64 ▼
OE = CFO - dWC - SBC - maintenance capex, divided by TOTAL Silvercrest L.P. units (Class A + Class B). Consolidated CFO=$18,607K. dWC = receivables $1,056K + prepaid & other $(1,854)K + AP & accrued $2,144K + accrued compensation $3,556K + interest payable $23K = $4,925K. The operating-lease pair (non-cash lease expense $1,864K less lease liability payments $(2,645)K) is left in CFO as recurring rent cost. SBC=$1,826K. Capex=$3,632K (international office build-out); revenue $125,319K vs $123,651K, growth capex = 0.016915 x $1,668K = $28K, maintenance capex = $3,604K. Consolidated OE = 18,607 - 4,925 - 1,826 - 3,604 = $8,252K. Units: Class A weighted diluted 8,792,647 + Class B 4,119,699 = 12,912,346. OE/unit = $0.64. Reconciliation: consolidated net income $8,059K + D&A $2,421K + deferred taxes $1,951K + TRA adj $(98)K + non-cash interest $(20)K + non-cash lease $1,864K + fund distributions $1,190K + equity income $(866)K + lease liability payments $(2,645)K - maintenance capex $3,604K = $8,252K, exact match. The sharp fall from 2024 is explained, not unexplained: revenue rose 1.3% to a record but the compensation ratio rose from 62.0% to 67.0% of revenue (a ~$6.3M step-up) for the build-out of Europe, Asia and Oceania distribution, and capex more than doubled for the same reason. Class A shares outstanding fell from 9.55M to 7.78M on $50.4M of repurchases. Source: FY2025 10-K, accession 0001193125-26-108402.
2024 $1.37 ▼
OE = CFO - dWC - SBC - maintenance capex, divided by TOTAL Silvercrest L.P. units (Class A + Class B). Consolidated CFO=$21,590K. dWC = receivables $(3,086)K + prepaid & other $(53)K + AP & accrued $111K + accrued compensation $2,494K + interest payable $(19)K = $(553)K. The operating-lease pair (non-cash lease expense $3,580K less lease liability payments $(4,007)K) is left in CFO as recurring rent cost. SBC=$1,916K. Capex=$1,700K; revenue $123,651K vs $117,410K, growth capex = 0.016915 x $6,241K = $106K, maintenance capex = $1,594K. Consolidated OE = 21,590 + 553 - 1,916 - 1,594 = $18,633K. Units: Class A weighted diluted 9,532,525 + Class B 4,084,116 = 13,616,641. OE/unit = $1.37. Reconciliation: consolidated net income $15,709K + D&A $4,146K + deferred taxes $2,014K + TRA adj $(78)K + non-cash interest $(1)K + non-cash lease $3,580K + fund distributions $18K + equity income $(1,154)K + lease liability payments $(4,007)K - maintenance capex $1,594K = $18,633K, exact match. Source: FY2024 10-K, accession 0000950170-25-034713.
2023 $1.31 ▼
OE = CFO - dWC - SBC - maintenance capex, divided by TOTAL Silvercrest L.P. units (Class A + Class B). Consolidated CFO=$20,975K. dWC = receivables $(389)K + prepaid & other $(170)K + AP & accrued $214K + accrued compensation $(2,363)K + interest payable $(18)K = $(2,726)K. The operating-lease pair (non-cash lease expense $4,041K less lease liability payments $(3,275)K) is left in CFO as recurring rent cost. SBC=$1,627K. Capex=$3,878K; revenue $117,410K vs $123,217K - revenue declined, so growth capex = $0 and maintenance capex = $3,878K. Consolidated OE = 20,975 + 2,726 - 1,627 - 3,878 = $18,196K. Units: Class A weighted diluted 9,464,339 + Class B 4,431,104 = 13,895,443. OE/unit = $1.31. Reconciliation: consolidated net income $15,183K + D&A $4,014K + deferred taxes $2,186K + TRA adj $2K + non-cash interest $(4)K + non-cash lease $4,041K + equity income $(73)K + lease liability payments $(3,275)K - maintenance capex $3,878K = $18,196K, exact match. Source: FY2023 10-K, accession 0000950170-24-027981.
2022 $1.84 ▼
OE = CFO - dWC - SBC - maintenance capex, divided by TOTAL Silvercrest L.P. units (Class A + Class B). Consolidated CFO=$23,383K. Working-capital judgement: the reported accounts-payable-and-accrued line of $(12,161)K is almost entirely the $(12,080)K NON-CASH reversal of the Cortina contingent-consideration liability, which is carried inside accounts payable and accrued expenses (balance fell from $19,820K to $1,704K as the earn-out went from $17,963K to $166K). That reversal is the offset to a non-cash GAIN of the same size credited to general and administrative expense in 2022 (G&A fell from $28,518K to $13,045K), so treating it as working capital would add the gain back twice. It is therefore excluded from dWC. dWC = receivables $(417)K + prepaid & other $(2,765)K + AP & accrued (real) $(81)K + accrued compensation $(1,973)K + interest payable $12K = $(5,224)K. SBC=$1,149K. Capex=$956K; revenue $123,217K vs $131,603K - revenue declined, so growth capex = $0 and maintenance capex = $956K. Consolidated OE = 23,383 + 5,224 - 1,149 - 956 = $26,502K. Units: Class A weighted diluted 9,821,441 + Class B 4,545,380 = 14,366,821. OE/unit = $1.84. Reconciliation: consolidated net income $30,793K + D&A $3,883K + deferred taxes $3,967K + TRA adj $(202)K + non-cash interest $(3)K + non-cash lease $2,477K + fund distributions $1,411K + equity income $31K + contingent-consideration reversal $(12,080)K + lease liability payments $(2,819)K - maintenance capex $956K = $26,502K, exact match. Source: FY2022 10-K, accession 0000950170-23-005837.
2021 $2.38 ▼
OE = CFO - dWC - SBC - maintenance capex, divided by TOTAL Silvercrest L.P. units (Class A + Class B). Consolidated CFO=$44,278K. Working-capital judgement: the reported accounts-payable-and-accrued line of $5,616K contains the $5,305K NON-CASH increase in the fair value of the Cortina contingent consideration (that earn-out liability sits inside accounts payable and accrued expenses: $17,963K of the $19,820K balance at 31 Dec 2021). That $5,305K is a non-cash charge, not a working-capital movement, so it is excluded from dWC and left as an add-back. dWC = receivables $81K + prepaid & other $116K + AP & accrued (real) $311K + accrued compensation $7,858K + other liabilities $(3)K + interest payable $25K = $8,388K. SBC=$1,426K. Capex=$908K; revenue $131,603K vs $107,983K, growth capex = 0.016915 x $23,620K = $400K, maintenance capex = $508K. Consolidated OE = 44,278 - 8,388 - 1,426 - 508 = $33,956K. Units: Class A weighted diluted 9,690,309 + Class B 4,593,687 = 14,283,996. OE/unit = $2.38. Reconciliation: consolidated net income $24,946K + D&A $3,923K + deferred taxes $901K + TRA adj $(114)K + non-cash interest $(6)K + non-cash lease $3,938K + fund distributions $861K + equity income $(1,534)K + contingent-consideration fair-value charge $5,305K + lease liability payments $(3,756)K - maintenance capex $508K = $33,956K, exact match. 2021 was a peak market year and the highest owner-earnings year of the decade. Source: FY2021 10-K, accession 0000950170-22-002690.
2020 $1.65 ▼
OE = CFO - dWC - SBC - maintenance capex, divided by TOTAL Silvercrest L.P. units (Class A + Class B). Consolidated CFO=$26,846K. dWC = receivables $1,296K + prepaid & other $(815)K + AP & accrued $63K + accrued compensation $1,597K + other liabilities $2K = $2,143K. The operating-lease pair (non-cash lease expense $3,417K add-back less lease liability payments $(3,721)K) is real recurring rent cost, not working capital, and is left in CFO. SBC=$659K. Capex=$626K; revenue $107,983K vs $102,152K, growth capex = 0.016915 x $5,831K = $99K, maintenance capex = $527K. Consolidated OE = 26,846 - 2,143 - 659 - 527 = $23,517K. Units: Class A weighted diluted 9,510,720 + Class B 4,779,240 = 14,289,960. OE/unit = $1.65. Reconciliation: consolidated net income $17,478K + D&A $3,968K + deferred taxes $2,229K + TRA adj $(186)K + non-cash interest $(8)K + non-cash lease $3,417K + fund distributions $1,765K + equity income $(898)K + lease liability payments $(3,721)K - maintenance capex $527K = $23,517K, exact match. Source: FY2020 10-K, accession 0001564590-21-010956.
2019 $1.16 ▼
OE = CFO - dWC - SBC - maintenance capex, divided by TOTAL Silvercrest L.P. units (Class A + Class B). Consolidated CFO=$18,775K. dWC = receivables $(3,647)K + prepaid & other $(823)K + AP & accrued $514K + accrued compensation $782K = $(3,174)K. SBC=$2,272K. Capex=$3,812K (Cortina integration and office build-out); revenue $102,152K vs $98,673K, growth capex = 0.016915 x $3,479K = $59K, maintenance capex = $3,753K. Consolidated OE = 18,775 + 3,174 - 2,272 - 3,753 = $15,924K. Units: Class A weighted diluted 8,799,643 + Class B 4,875,793 = 13,675,436. OE/unit = $1.16. Reconciliation: consolidated net income $15,412K + D&A $3,191K + deferred taxes $1,575K + TRA adj $(200)K + non-cash interest $(13)K + fund distributions $1,486K + equity income $(1,774)K - maintenance capex $3,753K = $15,924K, exact match. Source: FY2019 10-K, accession 0001564590-20-008978.
2018 $1.64 ▼
OE = CFO - dWC - SBC - maintenance capex, divided by TOTAL Silvercrest L.P. units (Class A + Class B). Consolidated CFO=$28,857K. dWC = receivables $1,275K + prepaid & other $(2,665)K + AP & accrued $512K + accrued compensation $3,196K + other liabilities $(51)K + interest payable $18K = $2,285K. SBC=$3,275K. Capex=$1,756K; revenue $98,673K vs $91,358K, growth capex = 0.016915 x $7,315K = $124K, maintenance capex = $1,632K. Consolidated OE = 28,857 - 2,285 - 3,275 - 1,632 = $21,665K. Units: Class A weighted diluted 8,302,768 + Class B 4,934,103 = 13,236,871. OE/unit = $1.64. Reconciliation: consolidated net income $17,368K + D&A $2,432K + deferred rent $3,752K + deferred taxes $570K + TRA adj $30K + non-cash interest $(25)K + fund distributions $610K + equity income $(1,477)K + other $37K - maintenance capex $1,632K = $21,665K, exact match. Note: the $3,752K deferred rent add-back is a landlord lease-incentive credit on the headquarters lease and will not recur at that scale; 2018 OE is flattered by roughly $0.25/unit as a result. Source: FY2018 10-K, accession 0001564590-19-006824.
2017 $1.58 ▼
OE = CFO - dWC - SBC - maintenance capex, divided by TOTAL Silvercrest L.P. units (Class A shares + Class B units), because consolidated CFO includes the non-controlling interest. Consolidated CFO=$29,586K. dWC = receivables $(1,384)K + prepaid & other $2,744K + AP & accrued $(940)K + accrued compensation $4,477K + other liabilities $(24)K + interest payable $80K = $4,953K. SBC=$3,248K. Capex=$804K; revenue $91,358K vs $80,262K, growth capex = 0.016915 x $11,096K = $188K, maintenance capex = $616K. Consolidated OE = 29,586 - 4,953 - 3,248 - 616 = $20,769K. Units: Class A weighted diluted 8,117,407 + Class B 5,059,319 = 13,176,726. OE/unit = $1.58. Reconciliation: net income $12,531K + D&A $2,801K + deferred rent $3,037K + deferred taxes $8,646K + TRA fair-value adj $(5,299)K + non-cash interest $(39)K + fund distributions $322K + equity income $(615)K + other $1K - maintenance capex $616K = $20,769K, exact match. Note: 2017 deferred taxes and the TRA adjustment are both inflated by the Tax Cuts and Jobs Act remeasurement of the deferred tax asset and the related TRA liability; the two largely offset, net benefit to OE roughly $1.5-2M. Source: FY2017 10-K, accession 0001564590-18-005134.
2016 $1.03 ▼
OE = CFO - dWC - SBC - maintenance capex, then divided by TOTAL Silvercrest L.P. units (Class A shares + Class B units) because CFO is the consolidated partnership's cash flow and includes the non-controlling interest; dividing by Class A shares alone would overstate per-share value by ~60%. Consolidated CFO=$17,978K. dWC = receivables/due from Silvercrest Funds $(608)K + prepaid & other $(801)K + accounts payable & accrued $730K + accrued compensation $2,032K + other liabilities $(679)K + interest payable $171K = $845K. Deferred rent and the lease-accounting lines are treated as real recurring cost, not working capital, and left in CFO. SBC=$3,228K. Capex=$723K; capex_ratio (mean capex/revenue 2016-2025) = 1.6915%; revenue $80,262K vs $75,138K prior, growth capex = 0.016915 x $5,124K = $87K, maintenance capex = $636K. Consolidated OE = 17,978 - 845 - 3,228 - 636 = $13,269K. Units: Class A weighted diluted 8,038,177 + Class B units 4,866,303 = 12,904,480. OE/unit = $1.03. Reconciliation check: net income $9,982K + D&A $2,664K + deferred rent $(416)K + deferred taxes $1,587K + TRA adj $152K + provision doubtful $294K + non-cash interest $(56)K + fund distributions $1K + equity income $(304)K + other $1K - maintenance capex $636K = $13,269K, exact match. Source: FY2016 10-K, accession 0001564590-17-003855.

Owner's earnings per share by fiscal year, most recent first. Tap a row to see how that figure was calculated, including the source filing.

Sales geography
Primarily the United States, with clients served in the Northeast (New York, New Jersey, Massachusetts), the South (Georgia, Virginia), the West (California) and the Midwest (Wisconsin). Institutional mandates in Australia, including a global value equity strategy billed in Australian dollars. A licensed office in Singapore, and a pending licence in the European Union via an Irish UCITS fund.
Historical growth strategy
Grew by acquiring small wealth and investment-management firms for cash plus partnership units, with the acquired teams joining as principals: Milbank Winthrop 2011, Ten-Sixty 2013, Jamison Eaton & Wood 2015, Cappiccille 2016, Neosho and Cortina 2019. This was combined with organic client gathering through principals in regional offices. Since 2024 the firm has shifted to organic expansion: hiring, institutional distribution, a Singapore office and an EU fund licence. Recent cash has gone to large share buybacks ($30.5M in 2025) alongside the dividend.
Chart analysis
A chartist would see a long rounding top. The shares climbed from about $11 in early 2021 to a peak near $18 in mid-2023. Each yearly high since then has been lower (about $17 in 2024 and 2025, about $14.70 in February 2026). In May 2026 the price broke down through the $13 floor that had held since 2022, and it has since moved sideways around $10-11, with a low near $10 in August. That makes a sequence of lower highs and a broken multi-year support. The $13 area would now be read as overhead resistance and the $10 area as the support to watch. (Based on dividend-adjusted monthly prices.)
Competitors

Companies we consider competitors of SAMG. Tap a ticker to open our analysis of that company in a new tab.

Circle of competence

We don't have circle of competence information for this company yet.