What would a buyer actually pay for your business today?

Most owners think they know. Most are wrong. The gaps that cost you at the negotiating table are the ones you stopped noticing years ago.

This assessment looks at the six areas that determine what your business is worth to someone else. Not what you built it for. What someone would actually write a check for. It takes about 12 minutes. You get your results immediately. No sales pitch. No fluff. Just an honest read on where you stand and where the money is leaking.

Start the Assessment

Assessment Intake

Start the Exit Readiness Assessment.

Most owners who want to sell leave money on the table because of gaps they never saw coming. This takes about 12 minutes. You get your results immediately.

Answer honestly. Give us the reality, not the version you would present to a buyer. The results are only as accurate as your answers — candid ones surface the real gaps, optimistic ones just hide them.

Assessment Intake

Full Name

Company Name

Phone

Approximate Annual Revenue

Number of Employees

Timeline to Potential Sale

Progress: Area 1 of 6

Lead and Revenue Generation

Rate each statement from 1 to 5.

1. New business comes in predictably every month without me personally chasing it.

2. We have a documented, repeatable way of generating leads.

3. When a lead comes in, someone follows up within an hour.

4. I know our cost to acquire a customer and it is stable.

Walk us through how you generate revenue: where your leads and customers come from (referrals, outbound, marketing, partnerships), how much of it runs through you personally, and how predictable it is month to month.

Progress: Area 2 of 6

Sales and Pipeline

Rate each statement from 1 to 5 and use the optional note to describe what happens if you step away.

1. Deals move through a defined sales process, not an improvised one.

2. Our sales results do not depend on me personally closing.

3. We can predict our revenue for the next quarter with reasonable accuracy.

4. Our pipeline and deal status are tracked in a system, not in someone's head.

Tell us what actually happens to sales if you step away for a month: who closes deals, whether they follow a defined process or improvise, and how you would know the pipeline is healthy without you watching it.

Progress: Area 3 of 6

Client Onboarding and Delivery

Rate each statement from 1 to 5 and use the optional note to highlight where delivery usually breaks down.

1. New clients go through a consistent onboarding process every time.

2. Our delivery does not depend on one or two key people.

3. If a team member left tomorrow, their knowledge would not leave with them.

4. Clients get the same quality experience regardless of who handles them.

Tell us where delivery most often breaks down: which steps depend on specific people, what lives in someone's head versus written down, and what a client would notice if a key person were out.

Progress: Area 4 of 6

Client Retention and Account Growth

Rate each statement from 1 to 5 and use the optional note to share how concentrated your revenue is.

1. We keep our clients. Churn is low and we know our numbers.

2. We have a deliberate way of growing existing accounts, not just landing new ones.

3. A meaningful share of our revenue is recurring or highly predictable.

4. We are not dangerously dependent on a small number of large clients.

Tell us how concentrated your revenue is: what share comes from your top three clients, how long those clients have stayed, and how much of your revenue is recurring versus one-time.

Progress: Area 5 of 6

Operations and Team Structure

Rate each statement from 1 to 5 and use the optional note to describe where you still carry the most critical knowledge.

1. The business runs on documented processes, not on what people remember.

2. There is a layer of management or leadership below me.

3. The business could run for 30 days without me involved in daily decisions.

4. Key institutional knowledge is captured somewhere other than my head.

Tell us what you are personally still the only one who can do: the decisions, relationships, or know-how that would stall if you were out for a month, and what has already been handed off to others.

Progress: Area 6 of 6

Financial Visibility and Controls

Rate each statement from 1 to 5 and use the optional note to share anything that would likely need cleaning up before a sale.

1. Our books are clean, current, and I trust the numbers.

2. I get financial reporting regularly and understand it.

3. Our financials would hold up to a buyer's due diligence without a scramble.

4. Personal and business expenses are cleanly separated.

Tell us what in your financials would need cleaning up before a sale: personal expenses run through the business, owner add-backs, informal arrangements, or anything that would not survive diligence as-is.

Generating your assessment now.

We are preparing your diagnostic response for the next phase.

Exit Readiness Assessment

Each area of your business is scored on a 1 to 10 scale. Your overall readiness score is out of 60. The areas rated At Risk are the ones that will cost you the most at the negotiating table. Read through each finding carefully.

Book Your Strategy Session

The gaps identified in this assessment are fixable. The strategy session is where we map the specific path forward for your business.

This assessment identified areas that will directly impact what a buyer offers for your business. The next step is a focused conversation about how to close these gaps before you go to market.

Book Your Strategy Session

What the Diagnostic Covers

We test the parts of the business that determine whether transition risk is manageable or already baked in.

Leadership Clarity

Decision rights are explicit.

We look for a business that can move without every decision depending on the same handful of people.

Workflow Maturity

Repeatable work is documented.

We assess whether the business actually runs on process, not memory, tribal knowledge, or informal handoffs.

Financial Readiness

Revenue and margin are visible.

We check whether the company can show a clear operating story to investors, buyers, or internal stakeholders.

Technology & Data

Systems support the business.

We review whether the tools in place are enabling execution rather than creating more complexity.

How the Diagnostic Works

The assessment reveals where the business is resilient and where it becomes fragile under pressure.

Instead of a generic maturity review, this is a direct operational assessment of the workflows, decision paths, and systems that determine whether the company can transition smoothly.

Operational read

We identify the areas that are carrying hidden risk.

Transition pressure points

We isolate the dependencies that would break first under change.

Leadership insight

We turn findings into a clear view of what needs attention first.

Actionable next steps

We close with a sequence for reducing risk and tightening the operating layer.

What Leadership Gets

A grounded view of how ready the business really is.

A clear map of where the company depends on informal leadership to function.
A view of workflow fragility that could undermine a sale, raise, or major transition.
Visibility into systems and data gaps that weaken continuity and confidence.
A structured path for improving readiness before the next inflection point.

Schedule a Conversation

If the business is preparing for a major shift, start with the readiness view.

No fluff. No generic assessment. Just a direct read on whether the operating layer can support what comes next.

Discuss Your Exit Readiness

info@imagine-ai.io