What is your
business worth?
A 10-question survey can't tell you what your business is worth. Most owners don't realize just how many factors go into an accurate valuation, things like the quality and predictability of your revenue, how dependent the business is on you personally, where your customer concentration risk sits, and how your margins stack up against what buyers in your sector actually expect. Get any one of those wrong and the number you're working from is fiction.
Value isn't just a number
for exit day
Most founders only think seriously about their company's value when they have a reason to sell. That's too late. Knowing where you stand at every stage changes how you lead, how you plan, and how you build.
Make better decisions, sooner
Every strategic choice you make, hiring, capital allocation, market expansion, has a compounding effect on enterprise value. Knowing your current position gives those decisions a baseline to work from.
Plan your next move
Knowing what your business is worth today, and what it could be worth with the right moves, gives you the clarity to plan what comes after. Whether that's a second venture, an advisory role, a strategic investment, or simply a chapter you've never had time to imagine, the best founders start designing that next act long before the ink dries on any deal. Your business has been building your future. Knowing its value tells you exactly what you have to work with.
Plan succession with clarity
Family transitions, management buyouts, or employee ownership arrangements all depend on an honest, defensible valuation. Starting early means you're in control of that conversation, not scrambling to catch up.
Exit on your terms
The founders who achieve the best outcomes don't stumble into them. They understand their value years in advance, work deliberately to grow it, and arrive at the transaction table from a position of genuine strength.
"Most owners know what their business feels worth. Very few know what it is actually worth, and fewer still know what it could be worth. That gap is where the real opportunity lives."Jade Partners
What shapes the
number on the page
Business value is not a formula. It's a picture assembled from dozens of interconnected elements that tell buyers, investors, and advisors a story about risk, return, and potential. To build that picture with precision, Jade Partners uses the Company Vitality Index™, a proprietary framework drawing on more than 50 data points specific to your business, to determine where your value truly sits today. Here are three of the dimensions that consistently move the needle. Every business is different, and so is every answer.
Revenue quality over revenue size
A business generating $5M in recurring, contracted revenue from a diversified client base will almost always be valued higher than one generating $8M from three clients on short-term agreements. Buyers aren't just buying your numbers, they're buying their confidence in the numbers continuing. Predictability, concentration risk, and revenue architecture all shape how a multiple is applied.
Owner dependency and transferability
If your business runs primarily through your personal relationships, your institutional knowledge, or your daily presence, it is harder to sell, and worth less when you do. The degree to which a business can operate and grow without its founder is one of the most scrutinized dimensions of any acquisition. Building a leadership team and documented systems isn't just good management; it's value creation.
Market position and competitive moat
Where you sit in your market, and how defensible that position is, shapes the risk profile of your business in the eyes of any external party. Pricing power, brand recognition, proprietary processes, and customer loyalty all signal that your returns are not an accident. The strength of your moat determines how hard a buyer has to work to protect what they're acquiring.
These are three entry points into a much larger conversation. Every business is genuinely unique, its value shaped by the particular intersection of its market, its model, its people, and its moment. Our work is to understand that intersection fully, and to help you see both where you are and where you could be.
Four questions.
One clear picture.
Our proprietary valuation methodology is designed to give you a complete, honest view of your business, not just the number it might fetch today, but the full landscape of where you stand and how to move.
Most valuation exercises stop at a number. We believe the number is only the beginning of a useful conversation. Our assessment is structured around four interconnected questions, and the answers, taken together, become a roadmap for everything that follows.
We draw on financial analysis, qualitative interviews, market benchmarking, and our direct experience of what buyers actually pay attention to in transactions. The result is a document you can act on, not a report that sits in a drawer.
The assessment is typically completed over two to three weeks and delivered through a guided conversation with your Jade Partners advisor, not a spreadsheet sent by email.
What your business is worth right now, grounded in financial reality, market comparables, and a clear-eyed assessment of its transferability.
What your business could be worth, given your market position, the sector you operate in, and the realistic improvements available to you within a defined timeframe.
The distance between today and potential, mapped clearly so you understand exactly what is holding value back and what it would take to close it.
The five highest-impact actions, specific, prioritized, and sequenced, that will close your gap and move you meaningfully toward your value ceiling.
Not a list of everything.
The five things that matter most.
Every assessment concludes with a prioritized action list, chosen not for theoretical merit, but for direct relevance to your business, your timeline, and where the value gap is largest. The five actions below are a real-world example of what one company's list looked like. Yours will be different. That's exactly the point.
Reduce owner dependency
Formalize the relationships, processes, and decisions that currently live in your head, and build a team that can hold them.
Strengthen recurring revenue
Identify opportunities to convert transactional relationships into contracted ones, improving the predictability that buyers price for.
Address customer concentration
Where revenue is heavily concentrated, develop a deliberate strategy to diversify before it becomes a conversation-stopper in due diligence.
Clean up your financial story
Ensure your financial statements clearly reflect the true earnings power of the business, including addbacks that a sophisticated buyer will credit.
Document your competitive position
Articulate clearly why customers choose you, why they stay, and what would make it difficult for a competitor to replicate your model.
This is one company's list, not a template. We've seen Top 5s built around talent retention, technology debt, geographic concentration, brand repositioning, and dozens of other priorities that would never appear on a generic checklist. Your Top 5 will be shaped by what your Company Vitality Index™ reveals and what will move the needle most for your specific business, in your specific market, on your specific timeline.
Ready to see
the full picture?
Most founders are surprised by what the Company Vitality Index™ reveals, not because the business is in worse shape than they thought, but because the gap between where they are and what's genuinely achievable is larger than they realized. Our Value Assessment is where that clarity starts. It takes two to three weeks, and it typically changes how you think about everything that comes next.