Most valuators have read about how a mid-market company works. I spent a career running the finance function of one, and then another, before I started valuing them for other people.
CPA, CBV, CFA, C Dir
I was the CFO of medium-sized companies with global operations, based in the Toronto area, for more than twenty-five years. Manufacturing, industrial, and distribution businesses for the most part, the kind where a bad month shows up on the shop floor before it shows up in the accounts.
I have completed more than a hundred valuations, from start-ups to companies with revenues in excess of $200M, across manufacturing, construction, technology, and services, and for local and international owners. I have valued common and preferred shares, options, and convertible debentures, and I have testified to the reasoning behind those numbers.
Alongside the CBV designation, I hold the CPA and the CFA charter, and the C.Dir designation for corporate directorship. That last one matters more than it looks: much of what destroys value in an owner-managed company is governance, not operations.
I work remotely and in person from Toronto, serving clients across Ontario.
Before any method is chosen, I want to understand how the company actually makes and keeps money. Method selection that skips this step produces defensible arithmetic applied to the wrong business.
Clients are rarely accountants and should not have to be. Findings are explained in the language of the business, and you will be walked through the reasoning until you could defend it yourself.
The value of an independent opinion is that it is independent. If the analysis does not support the number you were hoping for, you will hear that from me before you hear it from a buyer or a judge.
Empathy, trust, and fairness. The underlying purpose is to help businesses create meaningful work for people who work hard, which is not a slogan so much as the reason succession gets done properly or badly.
EAn owner selling a company is usually selling the largest asset they will ever own, often to someone with more transaction experience than they have. The people who work there have no seat at that table at all. Getting the number and the structure right is how both of those groups end up treated fairly.
Whether there is an engagement here, what it would involve, and roughly what it would cost.
