Path one
I may sell within 3–6 months
Focus: transaction readiness.
- Clean financials
- Realistic valuation
- Documentation
- Key-employee stability
- Owner transition planning
- Liabilities
- Issues that could delay or reduce a sale
Services
Where are you on the timeline?
Everything we do starts with the same question. The answer decides whether we’re preparing a transaction in months or building value over years — and which of these we do first.
Two paths
The timeline decides the work.
If you want to sell in three months, we’re in transaction-preparation mode. If you have two years, that is a completely different opportunity.
Path two
I’m planning 1–2 years ahead
Focus: building value.
- Stronger margins
- Management development
- Recurring revenue
- Documented systems
- Employee retention
- Improved customer experience
- Less dependence on the owner
Not planning to sell? Preparation should begin long before you want to leave — and if you ultimately decide not to sell, you still end up with a better business. Every business should be built to sell; not every business has to be sold.
Building value — not selling yetBuilding the company
Strategy. Systems. People. Whether or not you ever sell.
Most contractors are experts in their trade and were never taught how to build a company that consistently produces profit, develops leaders and creates systems. This is that work — margin first, then systems, then the people who run them.
Profit enables growth
Growth & Profitability
Margin first, then growth. Strategic planning and financial performance improvement for a company that produces profit consistently — not just revenue.
Read more → Systems create freedomOperations & Systems
Estimating, project management, dispatch, job costing and follow-up — written down, trained and repeatable, so the company can be proven rather than described.
Read more → Trusted advisors, not salespeopleLeadership & Team Development
Most contractors spend enormous time chasing new customers and too little developing the people who represent the company every day. We reverse that.
Read more →Selling, handing on, and after
The work every transition depends on.
Whether the company goes to a buyer, a family member, a key employee or a partner, four things decide what you actually walk away with: books a buyer can trust, the right people on your side of the table, an owner who is ready to leave — and a plan for who takes over.
Books a buyer can trust
Financial Preparation
Financial preparation isn’t handing a buyer your tax returns. It’s proving the financial story of the company.
Read more → Broker, attorney, CPA — and BBCSeller Team
Don’t assemble your transaction team after you’ve negotiated the transaction. We help you build it before you agree to terms.
Read more → The Owner Departure PlanOwner Transition
We prepare the business, the buyer and the employees — and, just as importantly, we prepare the owner to leave.
Read more → Handing on, merging, or buyingSuccession & Acquisitions
Not every exit is a sale to a stranger. A child, a key employee, a partner, a merger — or buying a competitor yourself. Each needs a plan, and a date.
Read more →Not sure which path?
If someone wanted to buy my company tomorrow, would it be ready?
Twelve honest questions, three minutes, nothing to hand over. You’ll get a score, the areas a buyer would discount, and where to start.