Fix and ScaleAbout 12 minutes

What's your business worth, and how much more could it be?

Answer the 44 Speed Bumps buyers look for, add a few numbers, and see your value range today, what buyers are paying for businesses like yours right now, and a step-by-step plan to raise your value before you sell.

Filled in with a sample business so you can see how it works.

1Your business in numbers

Use last year's numbers. Round is fine.

What kind of business?Found it.

Yearly sales

Everything customers paid you last year, before any costs.

Net profit, before taxes

What's left AFTER all costs, including your own pay.

What you pay yourself

Your salary, plus benefits the business pays for you.

Personal or one-time costs in the books

Things a new owner wouldn't pay, like your car or a one-time repair.

When would you like to sell?

Owner's earnings (what buyers price on): $360,000Net profit + your pay + personal or one-time costs

2The 44 Speed Bumps

Read each sentence. How true is it for your business today? Tap No, Not really, Kind of, Mostly, or Yes. Tap N/A if it doesn't apply to your business; it's left out of your score. Be honest. A buyer will check.

44 of 44 answered

1. Barriers to Entry

It's hard for a new competitor to take my customers.

Not sure? Check these

Do you have licenses, contracts, location, or skills a new competitor can't easily copy?
Would it take a new competitor years, not months, to catch up to you?
Do you offer something specialized that general shops don't?

All 3 yes? Pick Yes. Two? Mostly. One? Kind of. None? No or Not really.

7. One Plus One Can Equal Three

A similar business could buy mine, and it would make their company worth a lot more.

Not sure? Check these

Could a similar business gain customers, territory, or buying power by owning yours?
Can you name at least 3 businesses that would want to buy yours?
Do you know what each of them would gain?

All 3 yes? Pick Yes. Two? Mostly. One? Kind of. None? No or Not really.

8. Outside Advisory Team

I have outside advisors I meet with regularly, like a CPA, attorney, or mentor.

Not sure? Check these

Do you meet with outside advisors at least every few months?
Do you have a CPA and an attorney you trust?
Do you have a mentor or advisory group who challenges your decisions?

All 3 yes? Pick Yes. Two? Mostly. One? Kind of. None? No or Not really.

9. Train Tracks

We're keeping up with where our industry is headed.

Not sure? Check these

Do you know the top 2 or 3 trends changing your industry?
Have you made a change in the last year to keep up with them?
Would customers say you're keeping up with the times?

All 3 yes? Pick Yes. Two? Mostly. One? Kind of. None? No or Not really.

15. Noise

We have written, tested ways to handle distractions and conflict quickly and for good.

Not sure? Check these

Do you have a written way to handle conflict and big distractions?
Has it worked on a real problem?
When something goes wrong, do you fix the cause so it doesn't come back?

All 3 yes? Pick Yes. Two? Mostly. One? Kind of. None? No or Not really.

21. Buggy Whip Factor

What we sell will still be needed 10 years from now.

Not sure? Check these

Is demand for what you sell steady or growing?
Have you changed how you serve customers when the market shifted before?
Is your team open to new ways of doing things?

All 3 yes? Pick Yes. Two? Mostly. One? Kind of. None? No or Not really.

38. Why?

I can say in one honest sentence why I'd sell.

Not sure? Check these

Can you say why you'd sell in one sentence?
Is it a reason a buyer would believe?
Would it still be true a year from now?

All 3 yes? Pick Yes. Two? Mostly. One? Kind of. None? No or Not really.

39. What's Next?

I know exactly what I'll do after I sell.

Not sure? Check these

Do you know what you'll do after you sell?
Is it specific, not just 'retire'?
Are you excited about it?

All 3 yes? Pick Yes. Two? Mostly. One? Kind of. None? No or Not really.

41. It's Not About You

When I talk about our wins, I say "we" more than "I".

Not sure? Check these

When you tell your company's story, do you say "we" more than "I"?
Does your team get credit for the wins?
Could someone on your team tell the story too?

All 3 yes? Pick Yes. Two? Mostly. One? Kind of. None? No or Not really.

42. Enhance the Presentation

If I were a buyer, I'd buy this business today, as it is.

Not sure? Check these

Would you buy your business today, as it is?
Could a buyer look anywhere without you worrying?
Is there nothing big you'd need to clean up first?

All 3 yes? Pick Yes. Two? Mostly. One? Kind of. None? No or Not really.

Estimated value today

$599K to $739K

About 2.0x your owner's earnings of $360,000. Based on 44 of 44 speed bumps answered.

Your value depends a lot on you. Buyers often pay less, or pay part of the price over time, when the owner is the business. The owner questions (Second Tier Management, Brain Drain, Customer Relationships, It's Not About You, Grow Your Revenues) are the fastest way to raise this number.

Today$704,000

After Built to Run: its 16 speed bumps move to Yes$944,000+$240K

If all 44 are a Yes$1,172,000+$467K

You: 2.0xBuilt to Run: 2.6x

1.7xTypical range for your industry and size3.3x

Leadership & Vision2.9

Marketing3.0

Sales2.8

Operations & Delivery2.7

Finance3.3

People2.7

Admin & Legal2.5

Buyer view: the 6 areas a buyer checks

Barrier3.0

Planning2.6

Customer2.7

Financial3.3

Legal3.0

Presentation2.7

How is this worked out?

1. Owner's earnings = profit + what you pay yourself + one-time or personal costs the business paid (add-backs).

2. We start from what businesses like yours sold for (BizBuySell averages, or our own range), then set a low and a high multiple. Smaller businesses get a lower range, bigger ones a higher one.

3. Your answers set where you land in that range. Only "Yes" earns full credit. The five owner questions count extra: if the business depends on you, you land lower.

4. Value = owner's earnings × your multiple. We show a range of 85% to 105% of that number, and we lean low on purpose.

5. The lift is the same math again with the answers moved up: "Built to Run" moves every speed bump it works on to Yes. Questions marked N/A are left out.

BizBuySell, sales Q3 2021 to Q2 2026: HVAC / heating and cooling sold for 2.83x owner's earnings on average, median price $750,000. We use 1.7x to 3.3x owner's earnings (0.6× to 1.15× that average), then adjust for your size. Well-run businesses sell above average, owner-run ones below.

Buyer interest right now

HVAC / heating and cooling

Hot demand

One of the most sought-after small business types right now. About two dozen private equity groups are buying HVAC, plumbing, and electrical companies to roll them up.

Who's buying: Private equity roll-ups, larger local competitors, and individual buyers using SBA loans
Typical range: BizBuySell, sales Q3 2021 to Q2 2026: HVAC / heating and cooling sold for 2.83x owner's earnings on average, median price $750,000. We use 1.7x to 3.3x owner's earnings (0.6× to 1.15× that average), then adjust for your size. Well-run businesses sell above average, owner-run ones below.
What they pay up for: Service agreements and recurring work, a team that runs jobs without you, clean books

The market this fallBuyers are still out there, but they're picky. They pay up for strong cash flow, clean books, and businesses that don't depend on the owner. Weaker businesses are getting discounted. New SBA rules (Oct 1) now require an independent valuation and proof that past earnings cover the loan.

Sources: BizBuySell industry multiples, BizBuySell Insight Report Q3 2026, BIZCOMPS Fall 2026. Ranges are directional, not a quote.

Your biggest speed bumps, and the fix Free

These are where a buyer will push your price down first. Fix these before anything else.

12. Brain DrainYou said: No

Write down how you sell and serve customers first. Then take a week off and see what breaks.

40. Time Kills DealsYou said: No

Build a simple data room: documents, contracts, permits, and financials in one place.

4. Intellectual PropertyYou said: Not really

Make a written list of everything the business owns, and register your name and marks.

What Built to Run works on: 16 of your speed bumps, worth about +$240K

Built to Run is our done-with-you program, built tower by tower in about 12 weeks. Together we build your Helm: seats and roles, written SOPs, your numbers, a weekly meeting, and a plan. That is the work buyers pay more for. Retake this check when you finish and compare.

12. Brain DrainYou said: NoSOP Library and Answer Book
40. Time Kills DealsYou said: NoYour Helm doubles as the data room a buyer asks for
10. Second Tier ManagementYou said: Not reallyPeople & Seats and role cards
18. Customer RelationshipsYou said: Not reallyCustomers: a seat owns each key account
22. IT InfrastructureYou said: Not reallyAI Hub and Tools & Access (our written systems list)
25. Financial StatementsYou said: Not reallyFinance Ledger: monthly reports
32. Discretionary ExpensesYou said: Not reallyFinance Ledger, with your CPA
41. It's Not About YouYou said: Not reallyRhythm (Weekly Huddle) and KPIs: the team owns the wins
9. Train TracksYou said: Kind ofOne-Page Strategic Plan and Research & Competitors
11. Staff RetentionYou said: Kind ofPeople: role cards, training and onboarding
14. Family MembersYou said: Kind ofPeople & Seats and role cards
15. NoiseYou said: Kind ofRhythm (Weekly Huddle) and SOP Library
23. Financial Ratios and MetricsYou said: Kind ofKPIs and Finance Ledger
27. Capitalize on the TrendsYou said: MostlyFinance Ledger and KPIs (Scoreboard)
34. Licenses and PermitsYou said: MostlyAdmin & Legal: licenses and permits, renewal dates in Tasks & Commitments
43. Grow Your RevenuesYou said: MostlySales KPIs and One-Page Strategic Plan: someone besides you owns growth

The gain assumes these answers truly move to Yes. It is an estimate from your own answers, not a promise. For proof, pair your retake with an outside valuation.

Talk to us about Built to Run

Your plan to raise your value and get ready to sell

Built for selling in 3 to 5 years. The step-by-step plan, every speed bump you answered Kind of or lower with its fix, and a PDF you can keep.

First 90 days

Fix your biggest speed bumps

Brain Drain: Write down how you sell and serve customers first. Then take a week off and see what breaks.
Time Kills Deals: Build a simple data room: documents, contracts, permits, and financials in one place.
Intellectual Property: Make a written list of everything the business owns, and register your name and marks.

Year 1

Build the team that runs it

Put a leader over each area with real authority (Second Tier Management).
Write down how you sell and serve customers, then take a week off (Brain Drain).
Move your top accounts to team members (Customer Relationships).

Year 2

Clean and grow the numbers

Move to CPA-reviewed statements (Financial Statements).
Clean personal and one-time costs out of the books (Discretionary Expenses).
Get no customer above 10% of sales (Customer Concentration).
Make sure the last 12 months of sales and profit point up.

Years 3 to 5

Get ready to sell

Get an independent valuation (now required for SBA-financed sales).
Build your exit team: CPA, attorney, wealth advisor, and a broker who knows your industry.
Build a data room: documents, contracts, licenses, leases, 3 years of financials.
Write your one-sentence why, and what you'll do next.

Every speed bump you answered No, Not really, or Kind of

12. Brain DrainYou said: No

Write down how you sell and serve customers first. Then take a week off and see what breaks.

40. Time Kills DealsYou said: No

Build a simple data room: documents, contracts, permits, and financials in one place.

4. Intellectual PropertyYou said: Not really

Make a written list of everything the business owns, and register your name and marks.

6. Certifications, Awards, RecognitionYou said: Not really

Go after one current certification or award in the company's name this year.

8. Outside Advisory TeamYou said: Not really

Build your exit team now: CPA, attorney, wealth advisor, and a broker who knows your industry.

10. Second Tier ManagementYou said: Not really

Put one leader in charge of each area, with a number and real decision rights.

16. Web ContentYou said: Not really

Update your About page and services so they match the business today, without centering on you.

17. Customer ConcentrationYou said: Not really

Get no customer above 10% of sales, or put long contracts in place with the big ones.

18. Customer RelationshipsYou said: Not really

Hand your top 10 accounts to a team member, and step back from day-to-day contact.

22. IT InfrastructureYou said: Not really

Document your key systems, test a backup restore, and write a one-page AI and security policy.

25. Financial StatementsYou said: Not really

Get monthly financials by the 10th, and move to CPA-reviewed statements for the next 2 years.

32. Discretionary ExpensesYou said: Not really

List every personal or one-time expense, and start cleaning them out of the books.

36. To Patent or Not to PatentYou said: Not really

Decide which process is worth protecting, and document it as a trade secret at minimum.

39. What's Next?You said: Not really

Write what you'll do next, specifically. Buyers trust sellers who are running toward something.

41. It's Not About YouYou said: Not really

Retell your company story so the team is the hero, not you.

2. BrandingYou said: Kind of

Pick the customer you serve best and say it the same way everywhere.

5. Being #1You said: Kind of

Pick one thing you're #1 at, prove it with a number, and say it publicly.

7. One Plus One Can Equal ThreeYou said: Kind of

List 5 similar businesses that would grow the most by buying yours, and what they'd gain.

9. Train TracksYou said: Kind of

Name the top trend in your industry and one change you'll make to stay ahead of it.

11. Staff RetentionYou said: Kind of

Lock in key people with a stay bonus or growth path that carries through a sale.

14. Family MembersYou said: Kind of

Talk with each family member about their role and plans after a sale, and write it down.

15. NoiseYou said: Kind of

Write down how you handle distractions and conflict, test it, and keep fixing the cause, not just the problem.

19. Product and Industry ConcentrationYou said: Kind of

Grow one more product line or customer industry to 15% of sales.

20. StickyYou said: Kind of

Turn repeat customers into agreements, memberships, or contracts.

23. Financial Ratios and MetricsYou said: Kind of

Compare your margins to your industry, and fix the one in the bottom 20%.

26. Reputation of Your CPA FirmYou said: Kind of

Ask 2 bankers in your industry which CPA firms they trust, and consider switching.

29. Equipment LeasesYou said: Kind of

List every lease with payment, end date, and whether it transfers to a new owner.

30. Investment NeededYou said: Kind of

Make a list of put-off upgrades and either do them or price them into the sale.

33. Legal Entity and TaxationYou said: Kind of

Meet your CPA and attorney about the tax at sale before you talk to any buyer.

35. Real Estate LeasesYou said: Kind of

Check your lease for transfer rights and personal guarantees, and fix them before a sale.

37. LegislationYou said: Kind of

Join one trade group and keep a one-page list of the rules that affect you.

38. Why?You said: Kind of

Write your reason for selling in one honest sentence.

42. Enhance the PresentationYou said: Kind of

Fix the thing you hope a buyer won't look at. They will.

Buyers pay the most for a business that runs without its owner. That's the work, and most owners can't see their own speed bumps.

We walk owners through the biggest speed bumps first, then build the team, numbers, and systems a buyer pays a premium for.

Book a 30-minute value review

Next step, about 3 minutesHow much does your business still need you?Owner dependence is one of the biggest things that lowers a sale price. Get your score and the first thing to hand off.Get my score →