Growth gets you the meeting. Diligence sets the price.
An acquirer, an investor, or a strategic will price your company on revenue quality they can verify: which customers actually pay, what it costs to serve them, and whether the trend survives a second look. In 14 days, we show you your company the way they will, in dollars, guaranteed: at least 3x the fee in owner-accepted value identified, or you pay nothing.
30 minutes with Russ. No pitch. You leave knowing what diligence would question first.
Buyers pay for a trend they can believe.
The trailing-twelve clock doesn’t start until the numbers are true. Every month the metrics stay soft moves the deal date a month, and a growth story built on numbers you can’t defend prices lower than a smaller company that can prove everything.
The mess isn’t negligence. Growth covered it, and the people producing the numbers were never paid to look. But diligence will look, at revenue quality, at margin by segment, at concentration, at what it actually costs to serve the logo accounts, and whatever it can’t believe comes off the price.
Your dashboards tell you what happened. They can’t tell you what to do next.
The decisions weren’t wrong. You made them on the only numbers you had, and those numbers were never built to decide from. Everyone who touches your books is paid to serve something else: the filing, the close, the report. Nobody is paid to prove which customers and products actually make money, and that is the job we do.
Three traps that hide behind a growth chart.
The Six Trap Diagnostic™ reads your numbers through the decisions that produced them. Three of the six do the most damage in a technology business, and every one of them shows up in diligence with a discount attached.
A headline growth number hides which customers and products actually make money. The segment math never gets run, so the cross-subsidy compounds quietly, quarter after quarter.
A dashboard full of green metrics can feel like proof the business is healthy. Some of those numbers stopped meaning money a while ago, and nobody is paid to notice.
The marquee customer you are most afraid to reprice or lose is often the one capping your margin. The math never gets run because the answer feels dangerous.
The gap was never the market. It was the numbers.
The bankers said $25M to $35M, on books the owner didn’t trust.
Mispriced inputs, phantom discounts, and revenue never brought over. The aggregate P&L hid which products carried the business. We rebuilt the numbers and modeled the path forward. A tech P&L hides the same secrets in customer acquisition, service costs, and segment margin.
Anonymized by segment and revenue band until attribution is confirmed.
Two doors. Same engine. Same guarantee.
Both start with 14 days and end with owner-accepted value in dollars: at least 3x the fee identified, or you pay nothing. Typical results run 5x to 10x.
The Sellable-Numbers Scan
An acquirer circling, an investor conversation, a strategic exit forming? The Scan shows you your company the way their diligence team will, in dollars, in 14 days: what they would knock off your number, where the value expansion lives, and the first three moves. From $10,000, fixed.
The Scan, in full →The Decision Diagnostic
Same engine, without the buyer's lens: which customers, products, and segments actually make money, where the recoverable value sits, and what to do first. The same numbers are costing you every month, deal or no deal.
The Diagnostic, in full →Pricing is banded by revenue and fixed before we begin: see the bands. The mechanics are public: read the guarantee. One next step either way: a 30-minute fit call.
Decide from the numbers. Prove it in the cash.
One 30-minute fit call. If it fits, the 14 days start. If your investor or banker sent you this page, this is the work they meant.