Services01 of 09
Path one · Selling in 3–6 months
Find the problems before the buyer does.
When a sale is months away, the job is finding the problems before a buyer does — and fixing what can still be fixed.
Transaction Readiness
If you expect to sell within the next three to six months, the focus shifts from long-term rebuilding to transaction preparation. We identify issues that could delay or reduce the value of the deal, organize the financial and operational information buyers will review, establish a realistic value, and prioritize the fixes that can still make a difference before going to market.
Who this is for
- You already have interest from a potential buyer. A competitor, private-equity group, employee, or another contractor has expressed interest in acquiring the company.
- You’ve decided it’s time to sell. You want to enter the market this year and need the business prepared before approaching buyers.
- Your timeline has moved forward. A personal, family, or partnership change means you need to prepare for a transition sooner than expected.
- A broker has told you you’re not ready. You’ve started the conversation about selling and discovered the company needs preparation before it can be presented to buyers.
What we do
The work, in order.
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01
Clean financials — fast
Three years of statements that tie to the tax returns. Personal expenses running through the company identified and documented. Receivables reviewed, old inventory and equipment addressed. Owner compensation and legitimate add-backs supported with records — never simply added back because the seller wants a higher number. A buyer shouldn’t have to spend three weeks figuring out whether the numbers are real.
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02
A realistic valuation
Which earnings measure a buyer will use — Seller’s Discretionary Earnings, normalized EBITDA — and what recurring revenue, customer concentration, backlog and owner dependency do to the multiple. If someone offers $4 million, how do you know the company is worth $4 million? It might be worth less. It might be worth considerably more.
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03
Documentation a buyer can follow
Contracts and service agreements, licenses, leases, debt and equipment schedules, WIP and backlog, payroll, related-party transactions, insurance and bonding — organized so a buyer, CPA, lender or valuation professional can follow and verify the story.
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04
Key-employee stability
Who the buyer is really purchasing, who might leave when they hear the news, what retention looks like — and how and when employees are told. A trained team that takes care of customers is much harder to replace than trucks.
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05
Owner transition planning
What you personally want — retire completely, stay a year, work for the buyer through a transition, cash at closing or finance part of the purchase — decided before the Letter of Intent, not negotiated under pressure afterwards.
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06
Liabilities and deal-killers
The issues that delay or reduce a sale: disputes and open claims, unfiled returns, mixed personal and business assets, licenses in the owner’s name, undocumented side arrangements. Found now, while there is still time to deal with them.
The principle
When you have to sell, the buyer sets the timeline. Prepare early. Fix the problems. Keep your options.
What you get
What you walk away with.
- A transaction-readiness assessment — what’s ready, what isn’t, and what can still be fixed
- A buyer-ready financial package — organized for buyers, CPAs, lenders, and valuation professionals
- Normalized earnings — with adjustments clearly documented and supported
- A prioritized issues list — ranked by potential impact on value and transaction timing
- A transaction-ready Seller Team — broker, attorney, CPA, and BBC aligned before terms are agreed
- An owner transition plan — outlining responsibilities, timing, and the path to departure
Insights
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