What would a buyer pay for your business today?

Find out in 8 minutes. Free.

The guided tour is spoken by the Emerson North guide voice, a synthetic voice. Every spoken line is also written on screen. Nothing loads until you press play.

The six areas

What a buyer looks at.

Owner dependence
A buyer is buying a business, not your calendar. The more it needs you, the less it is worth to someone else.
Customers
Concentrated or one-off revenue is risk a buyer has to price in. Repeat, contracted revenue is what they look for.
Financial clarity
Clean books and documented add-backs are what a buyer checks first, and what a lender needs.
Growth predictability
A business that adds clients on a schedule is worth more to a buyer than one that depends on luck.
Systems and documentation
If the way work gets done lives in heads, it leaves with them. Written, repeatable process transfers.
Team and transfer readiness
Key people, contracts, legal housekeeping and a successor plan decide whether a deal closes or stalls.

How the score works

Plain arithmetic, in the open.

How it is calculated

Each area has four questions. Every answer is worth 0 to 3 points. An area scores its points out of 12, as a number from 0 to 100. The six areas count equally, and your score is their average, rounded.

Your three biggest gaps are the three lowest areas. The plan takes the first step from each, in that order.

What it is not

It is not an appraisal and not legal, tax or investment advice. It does not know your industry, location or deal terms, and it does not predict a sale price.

No outside numbers

Your score comes only from your own answers. No dollar estimate or market benchmark is shown, so there is nothing to second-guess.

Your answers

Emerson North keeps your answers and score with your email so Bryce can follow up if you ask. We do not sell your information. Privacy policy.

Owner dependence: the four questions

If you were unreachable for 30 days, what would happen?
Who holds your most important customer and supplier relationships?
How much of the selling, quoting or pitching do you do yourself?
When did you last take two weeks off with no work at all?

Customers: the four questions

What share of last year’s revenue came from your single biggest customer?
How much of your revenue repeats or is contracted?
How are your biggest customer relationships documented?
How well do you know your customer retention?

Financial clarity: the four questions

What state are your books in right now?
How many years of clean profit and loss and balance sheet statements could you hand over today?
Are personal and one-time expenses (add-backs) separated and documented?
Do your tax returns match your books?

Growth predictability: the four questions

Where did your last ten customers come from?
How predictable is your monthly flow of new leads?
What happens when a new lead comes in?
Who runs your marketing and sales?

Systems and documentation: the four questions

How many of your core processes are written down?
Where does your business data and software live?
How do you know the business is doing well?
How is a new hire trained?

Team and transfer readiness: the four questions

If your best employee quit tomorrow, what would happen?
Do employees and contractors have signed agreements that assign their work and IP to the company?
How clean is your legal housekeeping (entity, licenses, leases, liens, disputes)?
Is there a named successor and a written transition plan?

Who built this

Bryce Folsom, and Emerson North.

Bryce builds Emerson and runs a portfolio of companies, and is preparing to buy and operate businesses. He is a Georgia operator and civic builder. Emerson North uses practical systems to improve how businesses operate.

Exit, valuation and deal specialists Bryce refers owners to.