Transfer
Evidence that the company runs the same on day one under new ownership. Transfer elements are what diligence tests.
The elements
The four elements of transfer
What lets the company run the same on day one under new ownership: procedures, seats, a data room, a successor.
25 · I2
SOP Library
Written, current procedures for every repeatable task.
What the assay measures
Share of repeatable tasks with a written, current SOP, and evidence the SOPs are followed.
26 · I3
Accountability Chart
Every seat named, with one owner per outcome.
What the assay measures
A complete accountability chart with one named owner per outcome, and no seat held by the owner that another person could fill.
27 · I4
Data Room
Diligence documents assembled and indexed before a buyer asks.
What the assay measures
Share of a standard diligence request list already assembled, indexed, and current.
28 · I1
Succession
A named, tested plan for who leads after the owner.
What the assay measures
A named successor for the owner’s role, with a written plan and evidence of testing through owner absence and delegated authority.
How it is scored
Against a target
Each element is scored from 0 to 100 today and given a target. The gap between the two is the work.
Compounds
Where transfer bonds with the rest of the table
Buyers underwrite some elements together, as one question. These are the compounds the transfer elements take part in, and the elements they bond with.
Where it is worked
Where FNDRS works on transfer
Each element is worked at a stage of the journey, and most sit in one of the six pillars of value. Here is where the transfer elements land.
The stages
Build · Build the right foundation
AcEstablish a company capable of becoming valuable rather than merely producing founder income. Baseline valuation, health check, constraint inventory, and the first roadmap.
Discovery, valuation, and analysis in the FNDRS processScale · Scale with intention
SpGrow revenue, profit, capacity, and capability without adding fragility or owner dependence. The earnings engine and the multiple, worked in order of dollar impact.
Rework and scale in the FNDRS processPrepare, position, market, negotiate, and transact so the outcome is the best risk-adjusted one for the owner. Or hold, from a position of strength.
Go to market and the M&A process
The pillars
The single biggest lever on the multiple, and the one that takes the longest to move. A buyer is paying for a company, not for you, and the price reflects how true that is.
Read the pillarPreparation is leverage. A company that can answer a buyer's first twenty questions on day one closes faster, at the agreed price, with nothing surfacing in diligence that was not already disclosed.
Read the pillar
The families
Seven families, one table
The table reads left to right in the order value is created: what you start with, the engine, the multiple, the discount, the transfer, what you keep, and what all of it is for.
Transferability
What lets the company run the same on day one under new ownership: procedures, seats, a data room, a successor.
See where your transfer elements stand
The exit score is the first assay: fifteen minutes, six pillars, and a first read on the elements that matter most.