Buyinga business.

Buying a business holds real potential and real risk.

Financial and legal diligence cover part of it. What decides whether the purchase succeeds is the commercial and operational side of the business.

01  /  The diagnosis

The diagnosis surfaces this side of the business: its potential, what it will take to capture it, and the red flags.

02  /  The performance improvement

The performance improvement service puts in place what a transfer of ownership requires: the processes that give the new owner control and clarity, and the ability to improve the business. The work is carried out without disturbing the original, organic aspects of the business — its character, its culture and its people.

Diagnosis

Validate your investment thesis and understand the risks before you commit, with a diagnosis of the business’s market position and Amazon operations.

Aggressive timelines pressure buyers to move fast and skip the aspects that have the biggest impact on the business’s value.

Financial diligence confirms the numbers, not what produced them.

The risks that matter most surface after the owner steps away, and no report covers them.

An integrated diagnosis provides a complete picture of the Amazon side of the business by combining market, brand, financial, and operational analysis, so you can decide with clarity.

Get answers to the questions that set the price

What is the real potential of this business on Amazon, and how much of it has been proven?

What will it take to capture it: capital, capabilities, or time?

What red flags are there today, and what will surface only after the transfer?

See a diagnosis example →

How it fits into your transaction

Alongside your financial diligence
The diagnosis does not replace the financial and legal diligence you already run. It covers what they do not: the market, the brand, and the operation that produced the numbers. The findings are delivered in a form your accountant and counsel can work with.
Use the findings with lenders, partners, and in negotiation
Lenders, co-investors, and sellers each need to see what justifies the price. The diagnosis is independent: I hold no stake in the deal, my fee does not depend on whether it closes, and the findings say what the data shows, including when it argues against the purchase. It is written so that every party can read it: conclusions first, each with the number and the assumption behind it, and the detail underneath for those who want it.
Performance improvement

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A reading like this starts with a conversation.

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