Choose a service
- Estimate of Business Valuation
- Value Opportunity Profile
- Value Builder Score
- EBITDA Calculator
- Profitability & Returns Analytics
- Business Dream Planning
- Business Exit Readiness
- 13-Week Cash Flow
- Sell-Side M&A Advisory
- Value Acceleration Intensive Coaching
- Buy-Side Support
- Automation & AI Enablement
- Turnaround Management
- Fractional CFO
Diagnose · Service
Estimate of Business Valuation
What a buyer would likely pay for your company today, what is holding that number down, and what each fix is worth in dollars.
How You Will Benefit
A defensible value range based on recast earnings and comparable private transactions, not a rule of thumb.
Your recast EBITDA, with the owner adjustments a buyer would accept and the ones they would challenge.
The multiple your company earns today, and what separates it from the top of your industry range.
The company specific risk factors pulling the number down, each one quantified: what it costs you today, and what resolving it is worth.
An actionable roadmap tied to those numbers, which you can work with us or run yourself.
What makes this different
We put a number on the things other firms call qualitative.
Most of what determines your multiple is not in the financial statements. It is concentration, key-person dependence, the quality of your reporting, how the business runs when you are away. Nearly everyone acknowledges these matter. Very few will tell you what each one is worth. We quantify them, one at a time, so improvement becomes a decision rather than an aspiration.
Step 1
Establish the base
A defensible value for the company as it stands today, built on recast earnings and comparable private transactions.
Step 2
Isolate the risk
We work through company specific risk factor by factor: customer concentration, employee dependence, reporting quality, recurring revenue, management depth, supplier exposure.
Step 3
Price each factor
Each factor is quantified against the base. If you do A, value increases by this much. If you do B, by that much. Some are worth more than owners expect, and some are worth far less.
Step 4
Sequence the work
The quantified list becomes a roadmap ordered by value created against cost and difficulty, so the first thing you do is the thing worth doing first.
Step 5
Execute, or not
You can run the roadmap with us or with your own team. Either way you leave knowing what each move is worth.
How it runs
01
You send financials
Three years of P&Ls, balance sheets, and a short call about how the business runs.
02
We recast and compare
We normalize earnings and position you against real transaction data in your industry.
03
We walk you through it
A working session on the range, the assumptions behind it, and what would move it.
Right if
You want a real number before making decisions about growth, transition, or an approach from a buyer.
Not yet if
You need a certified valuation for tax, litigation, or an ESOP. That is a different document, and we will point you to it.
Start with the number.
Diagnose · Service
Value Opportunity Profile
A structured diagnostic of the whole company, scored against the drivers that determine what it is worth.
How You Will Benefit
A full assessment across strategy, market position, operations, financial discipline, people, and customer concentration.
Scores from your management team, gathered independently, so you see where the leadership team disagrees.
A ranked list of value gaps, each with the mechanism by which it suppresses the multiple.
A prioritized set of moves, sequenced by value created against cost and difficulty.
How it runs
01
Assessment
Your leadership team completes the diagnostic individually. Divergence between answers is itself a finding.
02
Working session
A full day with the management team, going area by area through what the data shows.
03
Priorities
We leave with an agreed shortlist of what to fix first and who owns each item.
Right if
You have a management team, you know performance is short of what it should be, and you want to know where to start.
Not yet if
You are the only decision maker in the business. The diagnostic depends on multiple perspectives to be useful.
Find out where the value is leaking.
Diagnose · Service
Value Builder Score
A short online assessment that scores your company on the eight drivers acquirers pay attention to.
How You Will Benefit
Your overall score, benchmarked against thousands of other private companies.
A breakdown across the eight drivers, including recurring revenue, customer concentration, and how well the business runs without you.
A written report showing where you sit relative to companies that sold at premium multiples.
A follow-up conversation on what the score means for your situation.
How it runs
01
Take the assessment
Roughly fifteen minutes online. No financial statements required.
02
Receive your report
We return your score and the driver-by-driver detail behind it.
03
Talk it through
A call on which drivers are worth your attention first.
Right if
You want a fast, low-commitment read on where your company stands before deciding whether to go deeper.
Not yet if
You already know your weak points and want to start fixing them. Go straight to the Value Opportunity Profile.
Fifteen minutes, a real benchmark.
Diagnose · Service
EBITDA Calculator
Work out your adjusted EBITDA the way a buyer would calculate it, not the way it appears on your tax return.
How You Will Benefit
A worksheet that walks from net income through interest, taxes, depreciation, and amortization.
Prompts for the owner adjustments buyers routinely accept, and flags on the ones they routinely reject.
An adjusted EBITDA figure you can apply a multiple to.
A short guide to what the resulting number does and does not tell you.
How it runs
01
Enter your figures
Pull the lines from your most recent annual statements.
02
Add your adjustments
Owner compensation, one-time expenses, non-operating items, related-party rent.
03
Read the result
You get an adjusted figure, and the assumptions a buyer would test.
Right if
You want to understand your own earnings power before anyone else does the math for you.
Not yet if
Your books are behind or the financials are not reliable. Fix that first, or ask us about fractional CFO support.
Know your number.
Diagnose · Service
Profitability and Returns Analytics
Most owners know what the company earns. Far fewer know which products, segments, and customers earn it, and which quietly consume it.
How You Will Benefit
Profitability by product, segment, customer, and location, with overhead allocated honestly rather than spread evenly.
The customers and product lines that lose money once you account for service cost, discounting, terms, and returns.
Return on assets and return on equity for the whole company and by segment, tying the balance sheet to the sales data rather than reading them separately.
The capital tied up in each part of the business, and what each part actually returns on it.
A reporting pack your team can rerun monthly, so this becomes a habit rather than a study.
How it runs
01
Assemble the data
We pull transaction-level sales, cost, and balance sheet data out of your systems and reconcile it to the financial statements.
02
Allocate and analyze
Costs and capital are assigned to the segments that actually consume them. That step is where most surprises surface.
03
Decide
A working session on what to price differently, serve differently, or stop doing, with the numbers behind each option.
Right if
You have more than one product line, segment, or location, and you suspect the averages are hiding both your best and your worst business.
Not yet if
Your underlying data is unreliable or your chart of accounts cannot support segmentation. That is fixable, and it is where we would start.
Find out which business is the good business.
Plan · Service
Business Dream Planning
Decide what the business is for, then build the plan that gets it there. Teams that do not know where they are going end up not going anywhere.
How You Will Benefit
An articulated purpose, mission, and vision that the management team actually agrees on.
The competitive strategy that follows from it, including where you will and will not compete.
A three to five year plan with the financial shape of each year, not just the ambition.
Annual and quarterly objectives, with an owner and a measure for each.
How it runs
01
Alignment
A facilitated session with the leadership team on purpose, mission, and vision. Most teams discover they are not aligned.
02
Strategy
We translate that into competitive strategy: which markets, which customers, which capabilities.
03
Plan
The strategy becomes a dated plan with numbers attached and names next to each objective.
Right if
The business is doing fine but the team is pulling in slightly different directions and growth has flattened.
Not yet if
You are in a cash crisis. Stabilize first, then plan.
Know where you are going.
Plan · Service
Business Exit Readiness
Everything a buyer will examine, examined first by us, while there is still time to fix what they would find.
How You Will Benefit
A readiness review across financial, legal, operational, and customer risk, run the way diligence is run.
A list of the issues that would reduce your price or kill the deal, ranked by severity.
A remediation plan with realistic timelines, because most items take quarters, not weeks.
A view on when you will be ready, and what the wait is worth in value terms.
How it runs
01
Review
We work through the same checklist a buyer’s diligence team would use.
02
Findings
We report what we found, what it would cost you at the table, and what it takes to resolve.
03
Remediation
We work alongside your team to close the items that matter, ahead of any process.
Right if
You expect to transition ownership within the next one to five years and want the value work done early.
Not yet if
You are already in a live process with a signed LOI. At that point you need transaction support, not readiness work.
Fix it before diligence finds it.
Plan · Service
13-Week Cash Flow
A rolling weekly forecast of cash in and cash out, so you can see what is coming while you can still do something about it.
How You Will Benefit
A weekly model of receipts and disbursements over the next thirteen weeks, built on your actual collections and payment behavior.
Visibility on the low points, so covenant breaches and payroll pressure are seen weeks ahead rather than days.
A variance discipline: each week you compare forecast to actual and understand why they differ.
A tool your team maintains, with the process to keep it current after we leave.
How it runs
01
Build
We construct the model from your receivables, payables, payroll cycle, and debt service.
02
Operate
We run it with your team for the first several weeks, tightening assumptions against what actually lands.
03
Hand over
Your controller or CFO owns the weekly update. We stay available while it takes hold.
Right if
Cash is tight, lumpy, or unpredictable, or a lender has asked you for weekly visibility.
Not yet if
You want a multi-year financial model for planning or fundraising. That is a three-statement pro forma, and we build those too.
See the cash before it surprises you.
Execute · Service
Sell-Side M&A Advisory
We run the sale of your company, with the value work already done rather than started the month the process opens.
How You Will Benefit
A prepared company: financials that withstand diligence, a clean data room, and the risk items resolved before a buyer sees them.
The story a buyer pays for, told in a confidential information memorandum written by people who understand your operations, not a template filled in.
A buyer list built deliberately across strategics, sponsors, and family offices, rather than a mass mailing.
A confidential limited auction: a controlled process run with a deliberately selected group of buyers, held to one timetable, so competition sets the price without your business being shopped.
Buyers screened on more than price. We find the market actors who will pay the most and take care of your people in the next chapter of their careers.
Negotiation on the terms beyond price: working capital pegs, escrow, earnout mechanics, rollover, and what you are asked to sign personally.
Diligence management through to close, so your management team keeps running the company while we run the deal.
The process
What a sale actually looks like, month by month.
Timelines vary with company size and readiness. What does not vary is that the value is decided in the first two phases, long before anyone talks price.
Phase 1 — Prepare
Recast the financials, resolve the diligence issues we would find as a buyer, and build the model. Typically three to six months, and the phase that determines your outcome.
Phase 2 — Position
Write the memorandum, build the buyer list, and agree what a good outcome looks like for you, your family, and your team.
Phase 3 — Market
A confidential limited auction. We approach a selected group of buyers under NDA, control what is released and when, and hold every party to the same timetable so you have real alternatives at the table.
Phase 4 — Negotiate
Compare offers on structure, not just headline price. Select a buyer and sign an LOI with terms we can defend.
Phase 5 — Close
Run diligence, manage the lawyers, hold the deal terms through to signing, and get to funds in your account.
How it runs
01
Readiness first
We will tell you if you are not ready. Going to market early is the most expensive mistake an owner can make.
02
A confidential limited auction
A selected group of buyers, one timetable, confidentiality held throughout. Competition is what moves price, not negotiation skill.
03
Through to funds
We stay in it through diligence and closing, where deals are most often lost or repriced.
Right if
You are considering a sale in the next one to three years and want the preparation and the process handled by the same team.
Not yet if
Your company fits our acquisition criteria. In that case we will not represent you, we will say so in the first conversation, and you choose how to proceed.
The price is decided by the market, we make sure the market gets a chance to speak.
Execute · Service
Value Acceleration Intensive Coaching
Standing work with your leadership team to execute the roadmap, rather than a report that describes what should happen.
How You Will Benefit
A recurring cadence with the management team, working the priorities from the diagnostic in order.
Accountability on each initiative: an owner, a measure, and a date, reviewed every session.
Direct coaching for the leaders carrying the hardest items, particularly first-time executives.
Quarterly reassessment of value drivers, so progress is measured in valuation terms rather than activity.
How it runs
01
Set the agenda
The roadmap becomes a sequenced work plan with named owners.
02
Work the cadence
Regular sessions with the team. Between sessions, we are available to the people doing the work.
03
Measure the value
Each quarter we re-score the drivers and show what the work has been worth.
Right if
You know what needs to change and the constraint is execution, not insight.
Not yet if
The leadership team is not aligned on direction. Start with planning, not execution.
Execution is the part that pays.
Execute · Service
Buy-Side Support
Growth by acquisition, from the thesis through to the integration that determines whether the deal was worth doing.
How You Will Benefit
An acquisition thesis: what you are buying and why it is worth more inside your company than outside it.
Target identification and outreach, including companies that are not for sale.
Valuation and modelling, including what the combined business looks like and what you can afford to pay.
Diligence support across financial, operational, and commercial risk.
An integration plan built before close, because that is where acquisition value is realized or lost.
How it runs
01
Thesis
We define the criteria before looking at targets, so opportunism does not set your strategy.
02
Search and evaluate
We build the pipeline, make the approaches, and model the ones worth pursuing.
03
Close and integrate
Diligence through to close, then the first hundred days of integration.
Right if
Your core business is healthy and acquisition is a faster path to scale than organic growth alone.
Not yet if
The existing business is underperforming. An acquisition will multiply that problem, not solve it.
Buy well, integrate better.
Execute · Service
Automation and AI Enablement
Take the manual work out of the processes that scale badly, and put decision-grade information in front of the people making the decisions.
How You Will Benefit
A map of where labor actually goes: quoting, scheduling, order entry, invoicing, reconciliation, reporting.
A prioritized automation plan, ranked by hours recovered and error reduced against cost and disruption.
Implemented automation in the processes worth automating, working alongside your team rather than around them.
AI applied where it earns its place: document handling, forecasting, customer response, and pattern-finding in data too large to read.
Reporting that turns operational data into something a manager can act on the same week.
A margin case for each change, so the investment is defensible before it is made.
How it runs
01
Map the work
We follow the actual process, not the documented one. The gap between them is usually where the cost sits.
02
Prioritize
Not everything should be automated. We rank by return and by how much disruption the business can absorb.
03
Build and hand over
We build it and run it alongside your team, then train them to own it once it is working.
Right if
The business runs on spreadsheets, re-keying, and institutional memory, and adding volume means adding people.
Not yet if
The process itself is broken. Automating a bad process makes it fail faster. Fix the process, then automate it.
Buyers pay more for a business that scales without headcount.
Execute · Service
Turnaround Management
Stabilize the cash, find the losses, and rebuild the business into something worth owning again.
How You Will Benefit
Immediate cash control, starting with a 13-week forecast and a hold on discretionary spend.
A clear view of where money is actually being lost, by product, customer, contract, or location.
A stabilization plan covering lenders, suppliers, and key customers, and the conversations to go with it.
Interim operating leadership where the situation calls for it.
A recovery plan that goes beyond survival to a business with a defensible position.
How it runs
01
Stabilize
Cash first. We establish weekly visibility and stop the immediate bleeding.
02
Diagnose
We find the real source of the losses, which is rarely where management believes it is.
03
Rebuild
We restructure what needs restructuring and work the business back toward viability.
Right if
Performance has deteriorated, a lender is applying pressure, or you cannot see far enough ahead on cash.
Not yet if
The business is fundamentally healthy and you want growth. That is a different engagement, and a more pleasant one.
Move earlier than feels necessary.
Execute · Service
Fractional CFO
Senior financial leadership on the days you need it, for companies too large to run without it and too small to hire it full time.
How You Will Benefit
Monthly reporting a lender, board, or buyer will trust, delivered on a schedule.
A three-statement model tying operating plans to cash and to the balance sheet.
Working capital, pricing, and margin analysis that changes what the business actually does.
A finance function that keeps working after we step back, including the people and process to run it.
How it runs
01
Assess
We review the close process, the chart of accounts, and what leadership currently sees.
02
Stabilize
Reporting becomes accurate and on time. That usually takes a few cycles.
03
Build
We add forecasting and analysis, then develop the internal capability to sustain it.
Right if
You are making decisions on numbers that arrive late, or arrive and are not trusted.
Not yet if
You need bookkeeping or a controller. That is a different hire, and a cheaper one.