What the financials don’t show, before you price it — and what you actually own, after.
Read more →What a serious buyer will ask, and what the business must show to hold its price.
Read more →Where performance falls short of potential, and why.
Read more →I own and run an online apparel business — more than 10,000 products in a low-margin, competitive niche, yet profitable every year, with $5M in revenue to date. Fully systematized, it runs with one person.
At Upsellon Brands, a publicly traded company that acquired and operated online consumer brands, I rebuilt the Home & Outdoor Décor department, holding P&L responsibility for $8M in annual revenue. Within that department, I converted a multimillion-dollar slow-moving inventory position into cash. Later, I built the company’s product development department.
Trained in clinical psychology and worked for seven years as a licensed psychologist.
The bar has moved for any business that is meant to be worth something in ten years. A few years ago, growth was enough. Today, to hold its value, a business must prove operational and financial discipline — to a buyer, to an investor, to a lender, or to an owner deciding what comes next. Most businesses were built before that bar existed, and the difference shows in what they are worth.
In most businesses, the numbers the owner sees and the potential the business actually holds do not match. My work is to close that gap: first, to measure where performance falls short of potential and why; then, to build the processes and discipline that keep the business at its potential.
The result is worth more twice over. The business earns more, because the profit it was leaving behind is captured. And it is valued higher, because a buyer, an investor or a lender pays for what can be predicted — and a business that runs on numbers, built inside the team that runs it, can be predicted after the owner steps away.
