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Free tool · 6 minutes

If you sold your business tomorrow, what would a buyer pay?

Get an indicative value from your earnings, then score eight things a buyer weighs. You will see which one is costing you the most, in dollars, and what to do first.

No sign-up to use it. Indicative, not a valuation. What you enter stays in your browser until you unlock the bonus.

Step 1

Your earnings

Example figures shown. Replace them with yours. Use your last full financial year.

Wages, drawings and super paid to you and any family working in the business.

Costs a new owner would not have, such as a one-off legal bill or personal spending through the business.

Include super. A buyer deducts this because someone has to do your job.

Adjusted earnings = profit + your pay + one-offs − cost of a replacement manager.

Step 2

Score what a buyer weighs

Rate each from 1 to 5. Example scores are set. Change them to the honest picture.

Owner dependence

1 Nothing happens without me

3 The team copes for a week, then problems stack up

5 I could be away eight weeks and the numbers hold

Repeat and recurring revenue

1 Every sale starts from zero

3 About half comes from repeat customers

5 Contracts, plans or memberships drive most revenue

Customer concentration

1 One customer is over 30% of revenue

3 Your top five customers are about 40%

5 No customer is over 5%

Margin and pricing power

1 You compete on price and margins are shrinking

3 Margins are steady but you rarely raise prices

5 Customers accept rises and margins beat your industry

Team depth

1 Few staff and high turnover

3 A solid team, but key people are single points of failure

5 Strong managers, low turnover and a clear successor

Documented systems

1 It lives in people's heads

3 Some processes are written down

5 Checklists and training exist for every core role

Lead flow

1 Mostly word of mouth and luck

3 A couple of channels, patchy

5 Predictable lead flow you can forecast three months out

Financial reporting

1 You check the bank balance

3 A monthly profit and loss, a bit late

5 Reports by day 10, a budget and three years of clean books

Step 3

Where the value is leaking

The bar shows the dollars you would add by lifting each driver to a 5.

  • Owner dependence (2 of 5)$84,375
  • Repeat and recurring revenue (3 of 5)$37,500
  • Margin and pricing power (3 of 5)$28,125
  • Team depth (3 of 5)$28,125
  • Documented systems (2 of 5)$28,125
  • Lead flow (3 of 5)$18,750
  • Financial reporting (3 of 5)$18,750
  • Customer concentration (4 of 5)$9,375

Your three biggest moves

  1. Owner dependence: one step up adds about $28,125

    List the three decisions only you make today. Write down the rule you use for each, so a manager can make them in your place.

  2. Repeat and recurring revenue: one step up adds about $18,750

    Turn your best repeat service into a plan: an annual service, maintenance agreement or membership, billed monthly.

  3. Margin and pricing power: one step up adds about $14,063

    Raise prices on your most in-demand offer first. Reprice or drop the bottom 20% of jobs by margin.

Indicative only. This is not a valuation, financial advice or a prediction of sale price. Real values depend on industry, contracts, assets, buyer and deal structure. Get advice from a qualified professional before making decisions.

Indicative value today

$421,875

Likely range $358,594 to $485,156

Your drivers score 2.8 out of 5, which puts your multiple at 2.8x. A top score is worth $675,000.

multiple of adjusted earnings
2.8x
left on the table versus a top score
$253,125

Adjusted earnings

$150,000

This is what a buyer would treat as the earnings the business produces without you in it.

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Three ready-to-use pieces: your own 90-day plan built from your three biggest moves, a 12-month value-build plan and the 15 things a buyer will ask for.

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Find the three moves that add the most value to your business.

You have seen what a buyer would weigh. On a free call we will pick the drivers with the biggest gap and plan the first 90 days.

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