Services
Every engagement below exists for one reason: to make the business more valuable to somebody other than its current owner.
Discipline one
Work on the company itself: its margins, its structure, its paperwork, and the parts of it that currently depend entirely on the owner.
Reading the accounts the way an acquirer or a lender reads them. Where the margin actually comes from, which revenue is durable, what the owner is subsidising without realising it, and what the numbers would look like properly presented.
Turning how-we-do-things into written procedure. Daily operations, administrative workflow, delegation of authority. These are the systems that let a business run one week without its founder in the building.
Documented policy frameworks built to survive external inspection. Our team has implemented policies and procedures that qualified organisations to pass government audit under Australia's NDIS program. The same discipline applies across regulated and contracted sectors.
For businesses that are trading but bleeding. Cash triage first, then cost structure, then the harder conversations about which parts of the business deserve to survive.
The single largest discount applied to small-company valuations. We identify every function that lives in the owner's head and move it into a role, a document, or a person.
Setting performance expectations, giving feedback that changes behaviour, and building an administrative team that handles issues before they reach the principal's desk.
Discipline two
Work on the transaction, on either side of it. Small and lower-mid-market deals, where the seller is usually the founder and the buyer is usually nervous.
Getting the company ready to be looked at: clean financials, a defensible story, documented systems, and the answers to the fifty questions a serious buyer asks before they ask about price.
Defining acquisition criteria that reflect what you can actually run, sourcing and screening targets against them, and telling you plainly when a deal you like is a bad deal.
An independent read on what the business is worth and, more usefully, why: which multiple, on which earnings, adjusted for what. Grounded in what comparable businesses actually transact at, not what an owner hopes.
Assembling and stress-testing the data room from the seller's side; interrogating it from the buyer's. Financial, operational and compliance documentation, read closely.
Consideration mix, earn-outs, handover periods, retained roles and what happens if the projections miss. The structure decides whether a fair price stays fair after completion.
The first ninety days, planned before signing: who stays, what changes, what deliberately does not change, and how the value that justified the price actually gets realised.
Who we work with
That is a normal place to start. Describe the situation in a few sentences and we will tell you honestly whether we are the right people for it.