For M&A advisors & fractional executives

Financials that do not
add two months to the deal.

Books that survive a quality-of-earnings review, and reporting clear enough that a fractional COO or CMO can see the margin problem they were hired to fix. We do not broker the transaction and we do not opine on price.

Other partner types

You do the tax returnCPA & tax firms You underwrite the fileBanks & SBA lenders You sit on the boardFunds & angels

You're selling the companyM&A & fractional execs

The full partner overview — boundary, mechanics, team →

What actually happens

Three ways the numbers
cost you the timeline.

None of these surface until the buyer’s accountants do.

None of these are advisory problems. They are close-and-reporting problems that land on your timeline.

Mid-diligence

Quality of earnings finds what the books hid

The timeline slips while someone rebuilds two years of history, and a buyer with new information tends to come back with a new number.

The normalization fight

Owner comp and personal expenses tangled into EBITDA

Add-backs that should be a schedule become a negotiation, because nothing was tracked in a way that lets you prove them.

For the fractional bench

A COO or CMO flying blind

You cannot fix a margin problem you cannot see. If nobody reports revenue and cost by product, channel or customer, the first ninety days go to building the view instead of using it.

The division of labor

Who owns what,
written down.

You were hired for the mandate or the function. We are the finance work underneath it, and we have no interest in the part you own.

You keep

The mandate, the process and the relationships
Valuation, positioning and negotiation
The functional strategy you were brought in to run
The client, before and after close

We take

Cleanup and normalization, documented as a schedule
Unit economics by product, channel and customer
A monthly reporting pack, on a predictable date
The close and quality-of-earnings support

What we never do

Tax preparation, audit or attest work
Brokering the transaction or taking a piece of it
Offering an opinion on price or valuation
Competing for the advisory work you were hired for

Use this before a buyer is in the room

What a quality-of-earnings
review is going to find.

Six things that turn into re-trade leverage once a buyer’s accountants are looking. Each one is cheaper to fix before a process starts than to argue about mid-diligence.

Revenue recognized on cash timing rather than on delivery
Owner compensation and personal spending sitting inside operating expense
No schedule behind the add-backs the seller plans to claim
Margin invisible by product, channel or customer
Inventory or work in progress never counted against the ledger
A close that lands somewhere between day 20 and eventually

Borrow this line

“Let us get the books to a state a buyer’s accountants cannot re-trade on. That is a few weeks of work now against two months of timeline later.”

Puts the cost in the currency an advisor actually cares about, which is calendar rather than fees. For a fractional COO or CMO the same work is what makes the margin visible enough to act on.

Free · no email required

What you can send a client today

Nothing here asks your client for an email address. A referral that turns into a lead-capture form makes you look bad, not us.

Note

What a deal actually nets after you deliver it

Written for owners who price on gut. Useful for a client who thinks their margin problem is a pricing problem, or the reverse.

Read it → send as-is

Checklist · PDF

Diligence-readiness checklist

What has to be true before a buyer or a lender opens the file. Two pages, ending in four questions an owner should be able to answer out loud. Your firm logo in the header on request.

Download → co-branding on request

Calculator

Pricing profitability calculator

Runs in the browser with example values filled in. Shows what a job or contract actually contributes once delivery cost is in the picture.

Open it → no signup

How it works

How a referral actually goes

Four steps, and only the first one is yours.

Yours

You send an intro email

That's the whole ask. No form, no portal, no partner tier, and no agreement to sign.

Within a week

We scope it in one call

Thirty minutes with the founder. If we're not the right answer we say so on that call and tell them what is.

Same conversation

They see a fixed price first

Tiers and scoped projects are published on our site. Nobody you refer gets a surprise number.

Once, then never again

You hear from us

A short note confirming what we're doing and where the boundary sits. After that we don't put you in a nurture sequence.

No referral fees,
in either direction.

We don't pay for introductions and we don't accept payment for ours. If we send you a client, it's because they need what you do. It keeps the advice clean, and it means you never have anything to disclose.