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Before You Begin

The quality of your report is directly proportional to what you disclose here. This report is generated from your answers alone — no public data is pulled, no assumptions are made. Fields left blank or marked "prefer not to disclose" will appear as gaps in your analysis. Buyers will surface these same gaps in diligence. The more specific your answers, the more valuable the report.

This is a confidential document. Your answers are used solely to generate your report and are not shared with third parties.

Section 1 of 5

The Business

These inputs are the foundation of your report. Be as specific as possible — vague descriptions produce generic analysis.

Q1. Company name

Q2. What does this business actually do?

Describe what the business does, who it serves, how it delivers value, and what makes it different from competitors. 3–6 sentences. Write it the way you'd explain it to a serious buyer — not a customer.

Q3. Your role in the business

AI run it day-to-day — I am the primary operator

BI'm actively involved but have a team that handles daily operations

CI'm largely removed — the business runs without me

DI'm involved at the board or advisory level only

Q4. What's driving your interest in an exit?

Buyers read exit motivation carefully. Be honest — there are no wrong answers, and withholding this produces a less accurate report.

AThe business is strong and the timing feels right strategically

BI'm ready for the next chapter personally — lifestyle, retirement, new venture

CI'm facing pressure — health, partner conflict, market conditions, or burnout

DI want to understand my options before deciding anything

EI've already received inbound interest and want to understand where I stand

Q5. Approximate annual revenue

AUnder $1M

B$1M – $3M

C$3M – $7M

D$7M – $15M

E$15M – $25M

F$25M+

Q6. Years in business

AUnder 3 years

B3–7 years

C7–15 years

D15–25 years

E25+ years

Q7. Industry

Section 2 of 5

Revenue and Customers

Revenue quality is the first thing serious buyers evaluate. Two businesses with identical revenue can have dramatically different valuations based on how that revenue is structured.

Q8. How does revenue come in?

ARecurring contracts or retainers — customers are committed in writing

BRepeat customers without formal contracts — they come back but aren't locked in

CProject-based or job-based — each engagement is discrete

DProduct sales — retail, wholesale, or e-commerce

EMixed model — multiple of the above

Q9. What percentage of revenue is recurring or under contract?

A75% or more

B50–74%

C25–49%

DUnder 25%

ENone — fully transactional

Q10. How concentrated is your customer base?

ANo single customer exceeds 10% of revenue

BTop customer is 10–20% of revenue

CTop customer is 20–35% of revenue

DTop customer exceeds 35% — or 1–3 customers together are the majority

Q11. How long have your top customers been with you?

AMost have been with us 5+ years

BMix of long-term and newer customers

CMostly newer — under 3 years

DCustomer turnover is high — we replace churned customers constantly

Q12. How does new business come in? Optional

AReferrals from existing customers or professional network

BInbound — customers find us (website, reputation, search)

COutbound sales effort — we prospect and close

DRepeat business — existing customers keep buying

EMix of the above

Section 3 of 5

Operations and Team

Buyers aren't just buying revenue — they're buying a system they can operate without you. This section is where most deals get complicated.

Q13. If you stepped away completely for 6 months, what happens?

AThe business runs normally — the team handles everything

BRevenue continues but quality or key decisions suffer

CRevenue declines significantly — key relationships or decisions depend on me

DThe business effectively stops — I am the product

Q14. How would you describe your management team?

AStrong team that operates independently and makes most decisions

BCapable team that handles daily operations but relies on me for key decisions

CI have staff but no real management layer — I'm still the manager

DI am the management team — it's primarily me

Q15. How documented are your systems and processes?

AFully documented — someone could run this without institutional knowledge

BWell documented — most things are written down but some knowledge lives in my head

CPartially documented — we have some SOPs but rely heavily on experience

DMostly undocumented — it runs on experience and relationships

Q16. What is your employee count?

AJust me or me plus 1–2 people

B3–10 employees

C11–25 employees

D26–50 employees

E50+ employees

Section 4 of 5

Financial Profile

You don't need to share exact numbers. Ranges are sufficient. The more specific you can be, the more specific your report.

Q17. What is your approximate EBITDA or SDE (net profit + owner add-backs)?

Use EBITDA if you have a management team in place. Use SDE (net profit + owner add-backs) if you're owner-operated — this is profit before your salary and personal expenses run through the business.

AUnder $200K

B$200K – $500K

C$500K – $1M

D$1M – $2M

E$2M – $5M

F$5M+

GI'm not sure / I'd need to calculate this

HPrefer not to disclose

Q18. What is happening with your margins?

AImproving year over year

BStable and consistent

CCompressing — costs are rising faster than revenue

DVolatile — they swing significantly year to year

EI don't track this closely

Q19. How clean are your financials?

Buyers will request 3 years of financials in diligence. This question is about how prepared you are.

AClean — professionally prepared, accrual basis, no personal expenses mixed in

BMostly clean — some owner perks or personal items that would need to be normalized

CCash basis or minimal accounting — would need significant cleanup

DI haven't thought about this

Q20. Do you own or lease your primary facility?

AI own the real estate

BLease — secure (long-term lease or stable month-to-month with established landlord)

CLease — uncertain (short-term lease or recent month-to-month)

DHome-based, mobile, or no fixed facility

Section 5 of 5

Competitive Position and Timing

This section surfaces how a buyer would assess defensibility and whether the timing of a sale works for or against you.

Q21. What makes this business hard to replicate?

Select all that apply.

☐Proprietary systems, processes, or IP

☐Long-term customer relationships with switching costs

☐Specialized licenses, certifications, or regulatory approvals

☐Geographic advantage or protected territory

☐Brand reputation built over many years

☐Exclusive supplier or distribution relationships

☐Skilled team that would be hard to replicate

☐Nothing meaningful — this is a competitive, replicable business

Q22. What is happening in your industry right now?

AGrowing — our market is expanding

BStable — steady demand, limited disruption

CConsolidating — larger players are acquiring smaller ones

DDisrupted — technology or new entrants are reshaping the landscape

EDeclining — structural headwinds we can't control

Q23. Has the business received any inbound acquisition interest?

AYes — serious inbound from a strategic or financial buyer

BYes — casual or exploratory inbound

CNo inbound, but I've thought about who the natural buyers would be

DNo inbound and I haven't thought about this

Q24. Do you have any key employees who could leave and materially harm the business?

ANo — the team is solid and depth exists

BYes — 1–2 people whose departure would be serious

CYes — including me, I am the most critical person

DI haven't thought about this carefully

Q25. Is there anything a buyer would discover in diligence that isn't obvious from the outside?

Buyers always find material issues in diligence. If your report accounts for them, the analysis is more accurate and the recommendations more useful. This information is used only to generate your report.

ANo material issues I'm aware of

BYes — pending litigation or legal issues

CYes — customer concentration or pending contract risk

DYes — key person dependency beyond what I've indicated

EYes — financial irregularities or cleanup needed

FYes — other (describe briefly in the notes field below)

GI'd rather discuss this separately

Q26. Anything else you want the analysis to account for? Optional

Competitive dynamics, pending events, family considerations, partnership structures, or anything else that would affect how a buyer would evaluate this business.

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Your 26 answers are being analyzed against the same framework Mike has applied across 25 years and $7.4B of acquisitions and divestitures. The output is a confidential-memo-style report — the same format you've seen in the sample reports — covering buyer's first impression, how buyers will read your motivation, buyer-lens positioning, diligence pressure, structural risk profile, competitive position and AI exposure, and a ranked pre-market action plan.

Reading your intake and establishing context
Analyzing revenue quality and customer base
Assessing founder dependence and operations
Evaluating financial profile and competitive position
Building diligence pressure map and action plan
Finalizing the report

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