Most acquisitions that go wrong don’t go wrong at closing. They go wrong in the six weeks before the letter of intent, when a buyer
In 25 years as a CFO and Corporate Director (C Dir), I have never seen a wider gap between “Accounting Value” and “Strategic Reality.” As
Before you sign a letter of intent (LOI), spend 30–60 minutes on a CBV/CFO screen. It’s a small step that routinely saves buyers and sellers
In family law, legal hours spike when facts are fuzzy. A focused Chartered Business Valuator (CBV) report clarifies the numbers that lawyers argue about—so your
Before you commission a valuation, ask a simple question: will it pay for itself? Owners often think of the fee as a cost. In practice,
Courts and buyers don’t reward narratives; they reward predictable cash. The most persuasive valuation work converts risk stories into numbers—then shows how you’ll reduce those
When you expect growth, a family trust can create future flexibility with minimal complexity. The idea is straightforward: separate fixed-value preferred shares from future growth
A “number” without judgment can cost you real money. Thoughtful valuations do four things well: (1) start from the business model, (2) normalize with evidence,
Bigger spreadsheets don’t win deals—defensible judgment does. A strong valuation is not a single number produced by a black box; it’s a transparent, evidence-based Possible
Owner-occupied manufacturing isn’t a strip mall. Yet many models treat the plant as “redundant” real estate and plug in a market rent to make the
