Investment
From $15,000
Growth Sprint · 90 days
The best time to get ready to sell is before you need to.
Ninety days to find what discounts your multiple and start fixing it, while you still have time. Not when a buyer finds it for you.
02 · The problem
Most founders learn what their business is worth too late to change it.
You get an offer, or you start the conversation, and suddenly a stranger with a spreadsheet is explaining that what you built is worth less than you thought. Customer concentration. Founder dependency. Margins that don't hold up under a second look.
None of it is news to you. It just wasn't urgent until it was, and by then there's no runway left to fix any of it.
03 · The difference
Most advisors prepare the paperwork.
We fix what the paperwork exposes.
The transaction approach
Brokers and bankers package what you have and take it to market. That works when the business is already clean. When it isn't, they're selling a discount you could have avoided.
The readiness approach
We find what will drag the multiple down and fix it while there's still runway. The business gets more valuable whether or not you ever sell it.
04 · What gets built
Four things that move the number.
Valuation Driver Scorecard
A clear read on what is raising your multiple and what is discounting it. Most founders are surprised by which is which.
Revenue Strength Plan
Predictability, concentration, and pipeline control. Buyers pay up for revenue they can count on, and discount revenue that looks fragile.
Resilience Upgrade
Scalable systems and leadership clarity so the business doesn't depend on you being in the room. This is usually the single biggest driver of the number.
Multiple Expansion Roadmap
The twelve to thirty-six month path to a higher valuation, sequenced so you know what to do first and what can safely wait.
05 · The honest part
What diligence is going to find.
A buyer will run this list whether or not you do. Better that you see it first, while there is still time to act on it.
Customer concentration
If one client is a large share of revenue, that is a discount, and sometimes a severe one. It also takes longer to fix than anything else on this list, which is why we start there.
Founder dependency
If the relationships, the selling, and the decisions all run through you, a buyer isn't purchasing a business. They're purchasing your calendar. That prices lower and it earns out harder.
Margin quality, not just margin
Buyers look at how repeatable the margin is, not only how big it is. Custom work at a good margin still prices below productized work at the same margin.
Everything that isn't written down
Undocumented process is risk on a buyer's spreadsheet. If the answer to how does this work is go ask Dave, that costs you real money at close.
Some of this takes longer than ninety days
We will tell you honestly which items can be fixed inside the sprint and which need a year or more of runway. That is a key reason for starting before you are ready to sell.
06 · The 90 days
Score it, prioritize it, then start fixing it.
Weeks 1 to 2
Score
We run the valuation driver scorecard across your revenue, margins, operations, and leadership. You get a number, and more usefully, the reasons behind it.
Weeks 3 to 4
Prioritize
Not everything is worth fixing before a sale. We sort what moves the multiple most per unit of effort, and what to deliberately leave alone.
Months 2 to 3
Build
We work the highest-value items with your team. Usually revenue predictability and founder dependency, because those two move the number more than anything else.
After day ninety
The roadmap
You leave with a sequenced twelve to thirty-six month plan. Some founders run it themselves from here. Some keep us on to hold the rhythm.
07 · The investment
From $15,000 for the ninety days.
Scope depends on company size and how much needs rebuilding, which is why it starts at fifteen rather than sits at it. Here is what is always included.
Valuation driver scorecard
Revenue strength plan
Resilience upgrade
Multiple expansion roadmap
Leadership clarity
Diligence readiness review
Worth saying plainly: this either pays for itself many times over or it doesn't. A single turn of multiple on a business doing a few million is worth far more than the engagement. If we don't think we can move your number, we will tell you on the first call.
Book a call08 · Fit
We will tell you on the first call.
This works when you
Are thinking about selling in the next one to three years. Want to know the real number before somebody else tells you. Will act on what the scorecard finds. And can handle hearing that the business is worth less than you hoped, at least for now.
This does not work when you
Are selling in the next ninety days, which is too late for this to help. Want a broker or a banker, which is a different job entirely. Or want a higher valuation without changing anything about how the business runs.
09 · Where it leads
Ninety days finds it. Keeping the rhythm fixes it.
The point of five months is that you do not need a sixth.The scorecard tells you what to fix. Most of the fixing is operating discipline held steady across quarters, not a project you finish and file.
Founders who are serious about the number usually keep Mission Control running through the sale window, so the improvements hold while diligence is happening rather than slipping right when someone is looking.
10 · Proof
We have sat on both sides of this.
We have advised on the buy side and built on the sell side, across finance, private capital, aviation, construction, home services, consulting, and nonprofits.
The things that make a business worth more are the same things that make it work better day to day. None of this is exit theater.
Find out what your business is actually worth.
Book a call and we will walk your valuation drivers together. You will leave knowing which two or three are costing you the most, whether or not you work with us.
Book a call