Growth & Exit · Confidential
The gaps you’ve been living with become the gaps someone else finds.
A sale, a purchase, a merger, a new location, an investor’s diligence. We’re the operational side of the deal, and we’re on your side of it.
The value gap
The value gap is mostly operational.
Every owner has a number in mind. A buyer’s number is built from what their diligence team can confirm: earnings that hold up once the owner’s own hours are counted, customers that aren’t concentrated in two accounts, processes that run without the person who built them, and systems that won’t need replacing the month after close.
A business that runs on its owner isn’t selling a business. It’s selling goodwill, equipment of unknown condition and inventory, and buyers price it that way. Operational gaps can be closed, and they close best before the business goes to market.
The value gap
IllustrativeIllustrative. No amounts: each business’s gap is its own.
Where we come in
Eight situations, one operating system under test.
Where we fit in a deal
Same method, a different clock.
Marked stages are where operational work carries the most weight. The work is still Discover, Design, Build, Connect, Operate, Evolve. What changes is who sets the schedule, and the accountability doesn’t stop at close.
01
Prepare
Operational gaps close best before buyers look.
02
Go to market
The business is presented as it runs.
03
Letter of intent
Terms agreed in principle.
04
Due diligence
The operation is examined line by line.
05
Close
Ownership changes hands.
06
Day 1
The business runs under new ownership.
07
First 100 days
Where turnarounds and integrations succeed or fail.
We don’t deliver recommendations and walk away. We stay accountable for the system we build.
Whose side we’re on
We work for you, not the deal.
We represent one party in a transaction, never both. We work alongside your attorney, your accountant and your broker or banker, not instead of them. Our only stake in the deal is yours.
We’ll sign a mutual NDA before you tell us anything sensitive. Tick the box on the form and it comes with our reply.
Could it run without you
Start with how the business actually runs.
The Operational Assessment: fifteen questions, about three minutes, and your two weakest domains before you give us anything.
For your attorney, CPA or brokerWe work inside your deal team’s process, and our part is the operation.
- Exit planning
- Seller’s discretionary earnings (SDE) and adjusted EBITDA
- Add-backs and normalization
- Customer concentration
- Key-person risk
- Confidential information memorandum (CIM)
- Data room
- Letter of intent (LOI)
- Quality of earnings (QoE) support
- Operational and IT due diligence
- Net working capital
- Post-merger integration
- Day 1 and 100-day plans
- Transition services agreements (TSA)
- Turnaround
Carve-outs and divestitures: standing up an operation on someone else’s old plumbing, by a date set by lawyers. Outside capital: investors now diligence the operation, not just the numbers.
Pricing
What it costs.
Deal work is quoted per client and fixed in writing before it starts. Advice by the hour is $150.
Every rate, every termQuestions
Questions people ask.
Whose side are you on in a deal?
Yours. We represent one party in a transaction, never both.
Will you sign an NDA?
Yes, a mutual one, before you tell us anything sensitive. Tick the box on the contact form and we’ll send it with our reply.
Do you replace our broker, attorney or CPA?
No. We work alongside them; our part is the operation.
When should we call before a sale?
Ideally a year or more before you go to market. Operational gaps close best before buyers look.
Confidential
Talk to us before the deal closes.
Before the deal closes, the integration starts, or the first new location opens. That’s when this work is worth the most.
1‑855‑OPSWORQ855‑677‑9677 · Mon–Fri, 8am–5pm ET
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