By Maximum Possibilities | Strategic Summer Series – Theme 2
We know as much as everyone else: Revenue matters.
As does profitability. And growth rate. And recurring revenue, if you have it.
We will not start this conversation off by pretending otherwise.
But if you think those are the only things buyers or investors are looking at, you’re missing the bigger picture.
Because what makes a business truly valuable isn’t just the top-line number;
It’s how reliable, repeatable, and resilient that number is.
Value = More Than the Financials
We’ve seen it again and again: Two companies, same revenue.
One gets a bidding war. The other gets lowballed, or worse, passed over entirely.
So what is the difference?
One has the depth, while the other just has numbers.
Although important, buyers and investors are looking for more than historical financial performance.
They’re asking:
- Can this company keep performing without the founder?
- Can it scale? Can it survive disruption?
- Is the team strong and stable?
- Are the systems sound – or held together with duct tape and heroic effort?
So… What Do Buyers and Investors Actually Value?
Here’s a short list of what we’ve seen drive meaningful outcomes in real deals:
Operational Strength
Is the company “built to last”?
- Are there documented processes
- Are the financials clean and organized?
- Is decision-making delegated?
- Is there true visibility into performance drivers?
This gives a buyer the confidence needed to know that they are not “buying chaos.”
Team & Leadership Depth
Is everything tied to the founder, or is there a clear decision-making structure through established leadership?
- Who’s running the show day-to-day?
- Will they stay? Are they paid fairly?
- Does your company culture strengthen retention, reputation, and long-term value?
This confidently illustrates to a buyer that the team will stay, the customer relationships will hold, and the business will not unravel when the ink dries.
Customer Quality & Revenue Mix
It’s not as much about gross revenue numbers as one would initially think, but instead, how secure and sustainable that revenue is.
- Is there customer concentration risk?
- Are contracts long-term or at-will?
- Is pricing power based on value, or just low cost?
- How does the current market, and economic forecast, impact this?
This shows a buyer: “The revenue is real, defensible, and positioned for growth.”
Strategic Story & Positioning
This is what turns a decent offer into a strong one.
- Can you articulate your growth strategy clearly?
- How do you fit into your market ecosystem?
- Why now? Why you?
- WHY DOES THIS MATTER TO OTHERS OUTSIDE OF YOU?
This opens up a buyer to the story, the why, the vision, so that they understand: “There’s more here than meets the spreadsheet.”
What Kills Value (Even When Revenue and Gross Profit Look Good)
Now for the things that can be hard to look at, the red flags; What could potentially scare off good buyers or drive down price:
- Financials that need “explaining”, or for someone internally needed to correctly interpret
- Founders too essential to daily operations, that there is a big unknown on how a business would thrive with them missing.
- Large gaps, and unknowns around legal, compliance, or contracts.
- High team turnover, weak documentation, lack of clarity around who does what.
- Overly optimistic forecasts with no clear path.
We don’t say this to scare you. We say this because these are fixable.
But only if you know they matter.
Value Is Built Long Before the Deal
Here’s the part no one tells you:
You don’t increase value when the LOI hits your inbox. You increase it now, through the decisions you’re making every day. Through what you choose to prioritize.
Cleaning and organizing your financials?
Clarifying your metrics?
Tightening up your internal processes?
That’s value-building work.
It might not “show up” until a buyer or investor looks under the hood.
But when they do? It speaks volumes.
Ready to Rethink What Your Business Is Worth?
Here are 3 questions to sit with this week:
- What would break if I stepped away for 30 days?
- Where is value dependent on me personally?
- If a buyer asked me to prove our revenue is sustainable, what would I show them?
This isn’t about chasing perfection.
It’s about building clarity, credibility, and confidence, long before the offer shows up.
Want to learn some more about Strategic Readiness? Check out our blog about being ready when it counts.
Ready to talk about your Strategic Readiness? Contact us today!
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