For business owners
Most advisors have read about companies like yours. I ran them for twenty years. That changes what I see in your numbers, your equipment, and your team — and it changes what a buyer can get away with.
This is you if
What I do
A valuation built on normalized earnings, not a multiple from the news. I show which adjustments a buyer will accept and which they will fight.
Customer concentration, owner dependence, aging equipment, lease terms. The things that quietly cut your price, and what can be fixed in twelve months.
Confidential approach to buyers, diligence coordination, and structure — earn-out, seller financing, escrow — explained before you agree to it.
If you're acquiring: sourcing, an operator's walk-through of the asset, and a view on what it will take to run it after close.
Process
What you have, what you want, and by when.
Numbers, equipment, team, and the real state of things.
How to build the deal so that it actually closes.
Negotiation, documents, and support through signing.
Hands-on operational involvement, not a handoff.
FAQ
It depends on normalized earnings, not revenue. Most owners are surprised in both directions. The first conversation gives you a defensible range, not a flattering number.
For a healthy company in this size range, typically six to twelve months from preparation to closing. Rushing it is what costs money.
Not from me. The process is built to stay confidential until you decide otherwise — buyers sign before they see anything identifying.
A fee for the engagement, a transaction fee on a closed deal, or participation as a co-investor. I name which one applies at the start, not the end.
A five-minute questionnaire. I reply personally within two business days. Everything stays confidential.