In the order we do it.
On the sell side, the business goes to market with problems the owner has known about for years and hoped nobody would look for.
Buy side: a quality of earnings review that tests the adjustments rather than accepting them, working capital normalized over a proper cycle so the target is defensible, and the deal model built around what actually drives the return rather than the headline multiple. Then the hundred days after close, planned before signing.
Sell side: the diligence a buyer will run, run first, by us, against you. Whatever it finds gets fixed while there is time and no counterparty watching. Then the data room, the responses, and management prepared for the questions that will actually be asked.
What you can do afterwards that you cannot do now.
Know what you are buying, including the parts the seller did not volunteer.
Or go to market with nothing left to discover.
Your CFO does not do this alone.
With a named controller alongside them, a named backup on every seat, and the specialist bench behind both — all inside one fixed monthly fee.
The situations that route here.
“Someone wants to buy us”
Nobody needs all of it at once.
The diagnostic decides which two or three matter first in your business, and you keep that assessment either way.
Tell us what your month looks like. We will tell you whether this is the first thing to fix.
One hour on your business, with the CFO who would hold the seat rather than a salesperson. Nothing to prepare and nothing to sign. A written note back within two working days saying what we heard and what we would look at first.