Each stage sits below the one before it.
None of that is fixable in the six months before a sale. All of it is fixable in three years.
We assess the business the way an acquirer will, and quantify the gap: what it is worth now, what it would be worth with these specific things fixed, and how long each takes. Customer concentration, recurring versus repeat revenue, margin durability, key-person dependency, quality of the financial record.
Then we work the list in order of value per month of effort. And we address the dependency problem directly, including the finance function itself — a business where the CFO is irreplaceable has a discount attached to it, which is exactly why our own handover is documented from day one.
What you can do afterwards that you cannot do now.
Know what your business is worth to a buyer rather than to you.
Decide whether to sell now or in three years with an actual number attached to the difference.
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.