Enterprise value improvement
The report arrives a week late, and when it does, it doesn't match what the owner already knew off the top of his head. There is one person who calls the biggest client when something goes wrong, and that is not the director. There is one person who knows why the margin always dips in March, and that person has never written anything down. As long as the owner is there, that is not a problem — he already had the overview anyway. The moment a buyer, a successor or a bank has to gain that overview, that exact question stops the conversation: who still knows this, when you are not there?
This page does not describe that problem again, but what you literally get back once you have it mapped.
After the intake, four things lie on the table.
A maturity score per driver. Eight value drivers, each with a score and the evidence on which that score rests — no figure without substantiation.
The owner-dependency index. One number that summarises how much of the value is tied to the owner personally: client contact, knowledge, decisions. High means risk for a buyer, low means transferability.
An indicative bandwidth with sensitivity per driver. Not a single figure, but a margin, with per driver visible what it does to that margin and in which direction. Professionalise the management information, and the bandwidth shifts — the tool shows how much direction that takes, not how many euros that becomes.
A two-year calendar. What needs to start when to be ready at the intended exit moment, with clocks per action.
How those components come about exactly — which steps the intake goes through — is worked out on how it works; what the three outcomes mean in practice is on outcomes.
The CFO and the owner each go through their own scope. No annual accounts are demanded and no documents are submitted that an accountant would need — figures are entered as classes and bandwidths. That is enough to go through the eight drivers.
Each score comes from dataset rules: fixed logic that translates the intake answers into a position per driver. Not from a conversation, not from an estimate by someone who has seen the company once. That makes every score explainable — you can read back why the score is what it is, and trace it to the rule that produced it.
Per driver it states what it does to the bandwidth: how much room it takes up, and in which direction it moves that room when the score changes. With the source included, so that a sensitivity is never a claim without grounds.
The outcome results in a two-year plan with clocks: what needs to start at what point in time. The report bundles the three outcomes — scores, index, bandwidth — and builds the bridge to the work scan, where the same themes land in tasks and systems.
This is not a valuation and not an appraisal. It produces an indicative bandwidth, with the drivers that determine it and the direction in which they work — not a figure that a bank or a buyer can use as a valuation basis. A valuation is the work of a corporate finance specialist; that is also stated literally in the report.
No figure without bandwidth. Every figure that comes out of the intake carries a margin and a certainty label. A figure without margin is, in this report, a figure that is not correct.
No advice. The tool shows which drivers weigh in and in which direction they move the bandwidth. What is done with that — professionalise now, wait, sell, not sell — is up to the person running the company.
Three routes, all optional.
Per driver there is a route map: for management information, for example, which reports, in what rhythm, from which single source — with clocks and templates to work with yourself.
For the heavy drivers, such as professionalising the management information or building a succession structure, a partner can be brought in; the tool keeps monitoring the calendar.
And anyone working towards an exit can take the report and the calendar as a dossier into a preparation process with that partner. More about what comes out per choice is in the knowledge base.
A bandwidth and a calendar are a starting point, not an end point: strategic themes such as management information or succession only become reality once they turn into tasks, hours and systems. That translation is made by the work scan on ftetoai.com.