Inflection Readiness Assessment

A self-assessment for business owners.

Before you start.
Every business reaches an inflection point. Some owners choose the moment. Many have it chosen for them. There are no wrong answers and nothing here assumes you are selling.

The point is to find the gaps while you still have time to close them. You will learn where you stand across business value, your own finances, what comes next, and timing.

Where You Are Today

When was your business last formally valued?(Required)

Within 12 months

1 to 3 years ago

More than 3 years ago

Never

When do you expect to sell or transfer ownership of the business?(Required)

Under 1 year

1 to 2 years

3 to 5 years

More than 5 years

I don't know

When would you like to stop working in the business day to day?(Required)

Under 1 year

1 to 2 years

3 to 5 years

More than 5 years

I don't know

Have you received an unsolicited offer or a serious inquiry about buying the business in the last 24 months?(Required)

Yes

No

If yes — did you have a way to judge whether it was a good number?

Yes

Somewhat

No

When you picture the outcome you want, what does it look like?(Required)

Sell all of it

Sell most, stay involved

Bring in a minority partner

Transfer to family

Transfer to employees

Undecided

How is your real estate held?(Required)

Owned personally

Owned by the business

Leased from a third party

Not applicable

Unsure

Business Value

Rate each statement.

Business Value

	Not true	Somewhat	Mostly	True
You have a current, independent view of what your business is worth.
You understand how a buyer would arrive at a value for your business, and what drives the multiple up or down.
Your revenue is not overly dependent on you personally, or on any single customer.
A meaningful share of your revenue is recurring or contracted rather than won project by project.
Your business turns sales into cash quickly, without tying up large amounts in receivables or inventory.
Your financial statements are clean, current, and would hold up to outside scrutiny.
Personal or discretionary expenses running through the business are identified and quantified.
Outstanding liabilities, loans, and partner obligations are documented and understood.
The business could operate without you for 30 to 90 days.
Your key people are committed to the long term and are not flight risks.
Your organizational chart, the roles within it, and written procedures for core functions are documented.
Customer relationships are held by the business rather than by you personally.
Your legal structure, ownership records, and the assignment of contracts and intellectual property to the business are clean and current.

Business Value subtotal

Personal Financial Picture

Rate each statement.

Personal Financial Picture

	Not true	Somewhat	Mostly	True
Your personal financial plan accounts for life after the business stops paying you.
You know what the business would need to sell for to fund the lifestyle it currently supports.
You have an estimate of what you would actually keep after taxes and transaction costs, reviewed with your CPA or tax advisor.
Your personal wealth is not so concentrated in the business that a single event decides your future.
You have a plan for how proceeds would be invested and managed.
Your attorney, CPA, and wealth advisor have each been through a business sale before.

Personal Financial Picture subtotal

Life After the Business

Rate each statement.

Life After the Business

	Not true	Somewhat	Mostly	True
You have a clear picture of what your life looks like once you step back.
Your sense of identity and purpose is not entirely tied to the business.
Your family is aware of the possibility of selling the business and is aligned with the decision and the timing.
You have thought honestly about the emotional side of handing the business to someone else.
What comes next is defined, whether that is time back, another venture, a board seat, or philanthropy.
You could give a compelling answer to why now, beyond being tired.

Life After the Business subtotal

Timing and Market

Rate each statement.

Timing and Market

	Not true	Somewhat	Mostly	True
You have current information on buyer activity and pricing in your industry.
You have seen recent data on what businesses like yours actually sell for.
Your growth trajectory is positive, or you have a defensible story about why it is not.
Your value expectations have been tested against market data rather than against what you have heard.
Your timing accounts for personal, industry, and economic factors together, not just one of them.
You understand how a competitive process works, and what happens to price when more than one buyer is at the table.
You understand how deals are structured, and how much of a headline price can sit in rollover equity, earnouts, or holdbacks rather than cash at closing.

Timing and Market subtotal

Where should we send your results?

First name(Required)

Last name(Required)

Email(Required)

Phone

Company

Your Inflection Readiness Score