Are you a plan management business owner being approached about selling?
Plan management owners across Australia are being approached with offers, urgency, and selective information about the April announcement. This page exists because the buyers calling you know things they aren't telling you. Things that change the price you should be accepting, and the terms you should be signing.
Same business. The owner was offered $1.1M directly. After advising the buyer she had engaged Network Infinity, the same buyer immediately revised their offer to $2.5M. We then took the business to market and sold it to another buyer in our network for $4.485M.
Most of the buyers in plan management have transacted through Network Infinity before. Some have grown to where they are today by buying through our process. They know exactly how we work.
Easy concessions disappear. Favourable terms they extract from inexperienced vendors vanish. Multiple parties bidding against one another lifts the floor and changes the ceiling.
Some discourage brokers entirely. Some go further and name Network Infinity specifically. It is not personal. It is commercial. They simply pay less when they negotiate one on one.
Don't talk to Eddie from NI. You can deal directly with me."
— What our vendors have told us some buyers have said to them
They say this because it suits them, not you. Our job is the opposite. We put buyers into a competitive process, hold them to commercial terms, and protect our vendors from the traps experienced buyers know how to set, and inexperienced vendors rarely see coming.
On 22 April 2026, Minister Butler released "Securing the NDIS for Future Generations". Within that plan is the line that has changed conversations across the sector: the government will commission a panel of plan management providers.
The implication is real. Plan management is moving from an open market to a commissioned model with a curated panel of providers. The detail behind that line, however, has gone largely unsaid.
"One vendor's direct offer was halved within 24 hours of the press conference. The business itself had not changed. Through our process, it sold to another buyer in our network for more than the original pre-halving offer."
Price is one part of a deal. The other part is the structure of the deal itself. This is where inexperienced vendors get caught, often months or years after settlement, often by terms that sounded reasonable at the time. These are the conversations we have with our vendors before they ever happen with a buyer.
An earn-out ties a portion of the sale price to the business performing to certain benchmarks after settlement, often KPIs that the vendor no longer controls. New ownership, new management, new strategy. The vendor is left exposed to outcomes determined by someone else's decisions.
We push back hard on these, particularly where they are tied to the buyer's own post-settlement operational decisions. Where they cannot be removed entirely, we negotiate for structures that do not penalise the vendor for choices the new owner has made.
Our default position: negotiate to removeBuyers often propose spreading the sale price across multiple instalments after settlement. It sounds reasonable on paper. In practice, vendors can find themselves chasing payment for years, sometimes never receiving the full amount, with limited practical recourse.
We do not accept staggered payment structures on behalf of our vendors. Settlement should mean settlement. Where a buyer insists, we look hard at whether the deal is right at all.
Our default position: refuseStandard sale documents are full of provisions that look like boilerplate but carry real weight. Open-ended indemnities. Broad warranties. Non-compete restraints that go further than they need to. Vendors signing without proper guidance can carry exposure long after they thought the deal was done.
We work alongside vendors and their lawyers to scope these properly. Reasonable protections for the buyer should not become a long-tail liability for the seller.
Our default position: scope and limitThis is the part of brokerage that does not show up in the headline sale price, but quietly determines whether the vendor actually keeps what they sold for. Better financial outcomes and better terms. Vendors who run a structured process with us are consistently much better off than those who try and sell privately.
Average uplift Vendors who run a structured process with us consistently achieve materially better outcomes than those selling privately.
Direct vs through us The first figure was the offer received while the vendor was dealing direct. The second was the price achieved through our process.
Most active broker Network Infinity is Australia's most active broker for NDIS plan management business sales.
These outcomes are the result of process, not pitching. Multiple qualified buyers competing against one another. Full visibility of what the business is worth. Structured timelines. Vendors advised at every step on price, terms, and the things buyers hope they will not notice.
Selling a plan management business is structured as a business sale via a share sale structure. The NDIS Commission has its own requirements around notification, suitability assessment, key personnel, and the handling of participants during a change of ownership. We guide vendors through each of these stages and support them through every conversation. Specific legal, accounting, and compliance advice is provided by the vendor's own advisers, and we coordinate closely with them throughout.
An indicative view of the business's current market value, based on recent transactions and live buyer demand. No obligation. No information shared externally.
Not every buyer is right for every business. Through years of working across the sector, we know each active buyer, their existing portfolio, and the kind of business that fits their next move. We approach the buyers who need your business, not just those who might want it. Buyers competing for a strategic fit pay more, and offer better terms, than those placing opportunistic offers.
Approach to a vetted network of qualified buyers, all of whom sign confidentiality agreements before receiving any information about the business.
Multiple parties at the table. Indicative offers received and compared against vendor priorities, on both price and structure. Narrowing to a preferred buyer.
Structured timeline. Heads of agreement. Share sale agreement coordinated with the vendor's legal advisers. Terms negotiated with the vendor's interests front and centre.
We guide vendors through Commissioner portal updates, key personnel changes, and participant handling during the transition. Where specific compliance steps are required, we coordinate with the vendor's advisers to support them through it.
Confidentiality runs through every stage. Owners, staff, participants, and the market itself only learn what they need to, when they need to.
The numbers tell one part of the story. What our vendors say after the deal is done tells the rest.
Eddie was professional and caring all the way through the process. He had a great deal of respect for my need to find the right buyers, not just any buyer. An excellent result for us, and I have already recommended him to others.
Eddie and the team at Network Infinity were an absolute breeze to deal with. Very professional and very responsive. We sold our NDIS business with them and they took care of everything.
Eddie was fantastic. Selling a business is a daunting venture and he was there for us every step of the way. There is no way I could have sold the business without him.
Network Infinity is Australia's most active business broker for NDIS sales, with deep specialisation in plan management. The team has handled transactions across the country and works exclusively with vendors and buyers in the disability and care sectors.
We have spent years learning the regulatory environment, the buyer landscape, and the structural detail that separates a clean sale from a problematic one. The buyers know us. Our vendors know we work for them.
We have built our reputation on outcomes that vendors did not believe were possible at the start of the process.