For buyers, brokers and owners

Buying, selling or brokering a business?

A business is worth something different once you know which of its repeated work an agent could take over. We find that work, price it, and say how much of the cost base is still there a year from now — a number a buyer can put in a model, a seller can defend a multiple with, and a broker can put in front of both.

Runs before an offer, during diligence, inside a listing, or in the first 100 days after close

Who this is for

Buyers
Search funds, family offices, private equity, and people buying one business.
Know what the cost base looks like after the agents are running before you agree a price.
Business brokers
A listing with costed automation attached is a stronger listing.
Show a buyer the upside instead of leaving them to guess at it, and defend the multiple while you do.
Owners preparing to sell
The same analysis, early enough that you can act on it.
Run the agents for a year and you are selling a leaner business, not a story about one.

What it does

Three steps, and the questions each one answers

Operational improvement is where returns come from now, and automation is the lever with the shortest payback. The hard part is knowing which work qualifies before you own the company — which is the part this runs.

Find the repeated work

Work out what the company actually does every week, not what the org chart says it does.

1Walk the operation role by role: who repeats what, how often, against which documents.
2Separate the work that follows a procedure from the work that needs judgement.
3Flag the volume — a procedure run twice a year is not worth automating.

Price the automation

Turn each candidate into a number you can put in a model, not an adjective you cannot.

1Estimate what it costs to build the agent, and what it costs to run per month.
2Estimate the hours it removes and what those hours cost today.
3Give each candidate a payback period and rank them by it.

Make the case for day one

Show what the cost base looks like after the agents are running, and how soon that is true.

1Separate what can run in the first 90 days from what needs a year.
2Identify what has to be true first — data, access, someone who owns the procedure.
3Hand over a ranked list you can take into the deal model or the first 100 days.

What you get

A ranked list with numbers against it

Not a slide saying the company is a good candidate for AI. A list of named procedures, each with a build cost, a running cost, the hours it removes and a payback period — ordered so you can draw a line wherever the deal needs it drawn.

Talk about a target

Per procedure: What it is, who runs it today, how often, and against which documents.
Per number: Build cost, monthly running cost, hours removed, payback period.
Per timeline: What runs in 90 days, what needs a year, and what has to be true first.
Per caveat: Where we think it will not work, said plainly, with the reason.

Scope

What this is not

It sits alongside the diligence you are already running, and it answers one question the rest of it will not. Being clear about the edges is part of being useful inside a deal timetable.

A valuation. We do not price the business, and we are not your QofE.
A technology audit. We are not grading their stack or their own AI strategy.
A headcount plan. We tell you which work an agent can take; what you do about the people is yours.

Buying & Selling

Point it at a business you are looking at

Whether you are buying, selling or representing one, the analysis is the same and the number is the same. Tell us about the business and we will tell you what we would need to run it.

Talk about a business Schedule a free presentation

An hour with your team on what agents do and where they fail. Remote or in person, no cost, and you do not have to be a customer.

Or call (720) 989-1925