Exit Readiness Assessment

About you

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Your name

Business name

Website (leave blank)

About the business

Sets the industry multiple range and the revenue-band midpoint used in the provisional read below.

Industry

Country

Currency

The report renders every number in this currency. We prefill from country. Change if it's different.

Years in business

Number of employees

Approximate annual revenue

Dollar signs are for illustration only. Bands compare against your chosen currency.

Before we look at anything, two numbers only you know

Gut numbers are fine. Nobody sees them but you and the report.

If you sold the business today, what do you honestly believe it's worth?

Gut number. There's no wrong answer. That's the point.

That's an unusual number for a business your size. Double-check?

What would you need to walk away with for the sale to be worth it, to fund whatever comes next?

I honestly haven't thought about this number yet.

Five quick questions

Pick the answer closest to how it actually is, not how you'd like it to be. The full assessment goes deeper. This is enough for a first read.

G1How much of next month's revenue could you predict today? Financial Quality

Within ~10% — most of it is recurring or contracted. Roughly — strong pipeline, some certainty. A rough guess at best. Genuinely no idea until it happens.

G2In the past month, how many full working days did the business run without you being involved at all? Transferability

Five or more. Two to four. One. Zero.

G3Compared to two years ago, revenue is: Growth & Market

Up more than 20%. Up modestly. Flat. Down.

G4If your most important employee quit tomorrow, how much of their job exists in writing? Operations & Systems

Nearly all — someone could follow it. The important parts. Fragments. Nothing — it's in their head.

G5A serious buyer asks for three years of clean financial statements tomorrow. How long to produce them? Deal Readiness

Same day — they exist and reconcile. Within a week, with my accountant. Weeks — they'd need real cleanup. Honestly not sure they'd hold up.

Fill everything above to continue.

Reading your answers…

Your first read

Your number vs your industry.

Stage 2 covers your financials, the remaining 35 questions, and produces the full report at $99. No payment is taken until Stage 2 is submitted and you've seen the teaser.

Step 1 of 6

Your business, in numbers

Estimates are fine. Round numbers are fine. This stays between you and the report. You can restate anything at the review stage.

Revenue, last full year

Revenue, year before (optional)

Skip if the business is new.

Revenue, 3 years ago (optional)

Total operating costs last year
Everything including your salary.

Your total annual compensation
Salary + dividends + drawings.

Family members on payroll, total annual cost

Roughly what share of that reflects work done at market rate?

Business debt outstanding

Do you own the premises personally and charge the business rent?

Add-back checklist

Tick anything that runs through the business but isn't strictly a business cost. Fill the amount when you can. Leave blank when you can't.

Personal vehicles (running costs, insurance, lease)

Personal travel, subscriptions, phone bills

One-off exceptional costs last year (lawsuit, move, equipment failure)

Personal insurance / pension contributions

Other personal expenses running through the business

Add-back total $0

Gross margin, roughly

This informs the readiness score. It's not used in the valuation math directly.

Website (leave blank)

Fill the required fields to continue.

Step 2 of 6 · Financial Quality

Financial Quality

Recurring revenue, concentration, margin, books hygiene, pricing power.

FQ1What share of revenue is recurring or contracted (retainers, subscriptions, standing orders, service contracts)?

More than 60%. 30–60%. Under 30% but some. Effectively none — every month starts at zero.

FQ2Your single largest customer is what share of revenue?

Under 10%. 10–25%. 25–40%. Over 40%.

FQ3Over the last three years, your profit margin has:

Improved. Held steady. Drifted down slightly. Declined clearly.

FQ4Who prepares your books, and how?

Accountant-prepared, reconciled monthly, accrual basis. Bookkeeper / accountant, reviewed quarterly. I do them myself, mostly current. They get sorted at tax time.

FQ5How cleanly are business and personal finances separated?

Completely — separate accounts, nothing personal in the P&L. Mostly — a few personal items run through. Substantially mixed. It's one pot of money.

FQ6Month to month, revenue swings by:

Under 15% — steady. 15–30%. 30–50%. Over 50% — feast and famine.

FQ7When did you last raise prices, and what happened?

Within 2 years — kept virtually all customers. Within 2 years — lost a few. Longer ago than 2 years. I don't dare raise prices.

Answer all seven to continue.

Step 3 of 6 · Transferability

Transferability

Whether the business runs without you. The number-one discount lever in every valuation.

T1When your ten most important customers have a problem, who do they contact?

My team — they may not know me. The team first, me for big issues. Me first, usually. Only me — the relationship IS me.

T2What share of sales do you personally close?

Under 20%. 20–50%. 50–80%. Over 80%.

T3Your longest fully-offline break in the past two years:

Two weeks or more, no contact. About a week. A long weekend. I'm never fully offline.

T4In the past month, how often did work sit waiting for your sign-off?

Rarely — the team decides within clear limits. Weekly. Most days. Constantly — everything routes through me.

T5Is there one person who could run the business for 90 days?

Yes — proven, they've done stretches. Probably, with preparation. Nobody single — maybe jointly. No.

T6Key supplier and partner relationships are held by:

The company — contracts, multiple contacts. Mostly the company, some personal. Mostly me personally. Entirely my personal relationships.

T7If you vanished for 30 days, what breaks first?

Little — some decisions queue up. Sales slow down. Operations wobble — quality / delivery slips. Nearly everything — the business effectively stops.

Answer all seven to continue.

Step 4 of 6 · Growth & Market

Growth & Market

Trajectory, moat, channel diversification, retention.

GM1Three-year revenue trajectory:

Consistent growth. Growth with a dip. Flat. Declining.

GM2Why do customers choose you over the alternative? (honest answer)

Something specific competitors can't easily copy. Reputation and relationships built over years. Service is good, but so are others — we're competitive. Mostly price.

GM3Where does new business come from?

At least one repeatable channel that works without my personal involvement. Referrals and repeat — reliable but passive. My personal network and reputation. Honestly unclear — it just arrives, or doesn't.

GM4Your industry / local market is:

Growing. Stable. Flat with pressure (new entrants, price wars). Shrinking.

GM5Of customers who bought last year, how many will buy this year?

Over 80% — they stay. 50–80%. 20–50%. Under 20% / mostly one-off work.

GM6If demand rose 20% next month, could you serve it?

Yes — capacity and process exist. Yes, with strain. Only by me working more. No — we'd turn it away or quality would collapse.

GM7How dependent are you on one platform, supplier, or channel that could change the rules on you?

Not meaningfully — diversified. One matters, but we'd survive its loss. One is critical — losing it would hurt badly. The business exists at one gatekeeper's pleasure.

Answer all seven to continue.

Step 5 of 6 · Operations & Systems

Operations & Systems

Documented process, quality controls, where information lives.

OS1What share of core processes exist in writing, current enough to follow?

Most — and they're used. The critical ones. A few, mostly outdated. None — it's all in heads.

OS2A new hire in a key role becomes productive:

In weeks — onboarding materials exist. In a couple of months, with a mentor. In many months — they absorb it slowly. Only by shadowing me personally.

OS3How do you know work quality is holding?

We measure — complaints, satisfaction, rework are tracked. Spot-checks and reviews. I personally inspect what matters. We find out when a customer is unhappy.

OS4Where does the business's critical information live (customers, pricing, jobs, history)?

In systems anyone authorized can access. In systems, but messy. Partly systems, largely in my head. In my head and my inbox.

OS5Employee roles, responsibilities and agreements are:

In writing, current, signed. In writing, partly outdated. Informal but understood. Undefined — people do what's needed.

OS6Which numbers do you actually see weekly?

A short dashboard — sales, cash, jobs / pipeline. Bank balance and sales. Bank balance. I look when something feels wrong.

OS7Errors and problems get caught by:

The process — checks exist before the customer sees it. The team, usually in time. Me, when I happen to look. The customer.

Answer all seven to continue.

Step 6 of 6 · Deal Readiness

Deal Readiness

Contracts, licenses, entanglement, employee retention. Where deals actually die.

DR1Your customer arrangements are:

Written contracts, transferable to a new owner. Written, but tied to me personally or non-assignable. Verbal but long-standing. Purely informal.

DR2Your premises situation for a buyer:

Owned by the business, or lease assignable with years to run, or location-independent. Lease assignable but short. Lease not assignable / landlord approval uncertain. Premises tangled with my personal property.

DR3Licenses, permits, trademarks, and key registrations are:

In the company's name, current. Mostly in the company's name, some in mine. Largely in my personal name. Unclear / some lapsed.

DR4Personal assets tangled in the business (vehicles, property, loans to / from you):

None — clean separation. Minor items, easy to unwind. Several — unwinding is real work. Deeply entangled.

DR5Key employees are secured by:

Contracts with notice periods (and non-solicits where lawful). Contracts, but nothing keeping them post-sale. Loyalty to me personally. Nothing — they could leave tomorrow.

DR6Any outstanding disputes, tax questions, or liabilities a buyer's lawyer would find?

None. Minor, documented, resolvable. At least one significant open issue. I'd rather not have anyone look.

DR7Your own exit picture:

Clear timeline and a plan for what's next. Rough timeline, vague plan. "Someday" — no timeline. I've never let myself think about it.

Answer all seven, then submit.

Assessment complete

Thanks. Your answers are in.

We'll email you a teaser of your report (the three-number reveal and the top findings) within a few minutes. The full report at $99 unlocks the discount ledger, the sequenced fix list, and the timeline.

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Put a number on what your business is worth today.

About you

About the business

Before we look at anything, two numbers only you know

Five quick questions

Your number vs your industry.

Your business, in numbers

Financial Quality

Transferability

Growth & Market

Operations & Systems

Deal Readiness

Thanks. Your answers are in.

Something went wrong sending that.