The exit-readiness platform
for owner-led businesses.
Built to be delivered by their CPA.
A new advisory line for the one advisor who is already in the room, years before anyone says the word "sale."
Most owners hold 80–90% of their wealth in a business they have never valued, de-risked, or made sellable.
Exit OS
It is built to be delivered by the one professional the owner already trusts with the numbers, already talks to every year, and already believes when the news is bad. That is you.
A generation of owners is about to sell, all at once.
The founders who built the last forty years of Main Street are retiring together. Most have never sold a business, and most of what they are worth is locked inside one.
in privately held business value is set to change hands this decade as owners over 60 retire, the "silver tsunami."
of a typical owner's net worth is tied up in the business, not in liquid savings they can retire on.
of businesses that go to market never sell, or sell for far less than the owner needs, most often for reasons that were fixable years earlier.
Every one of those owners has a CPA. Almost none of them have an exit plan. The relationship already exists. The service does not.
Industry estimates (Exit Planning Institute and others); figures are directional. The wealth is real. The plan, usually, is not.
The business was built for a life, not for a sale.
Thirty years of decisions get made to maximize one person's income, control, taxes, and freedom. Every one of them is rational. Together they build a company that runs beautifully for its owner and prices badly for a buyer.
a conversion nobody owns
The CPA files the return. The attorney papers the contracts. The banker renews the line. Every professional around the owner is paid to keep the company running the way it is. None of them is responsible for saying what a buyer would pay, what a buyer would discount, or what to change while there is still time to change it. So the largest financial transaction of the owner's life arrives with the business never converted, still built for the person leaving.
The missing piece is a system that makes the switch.
No one in the owner's professional life is assigned the job of turning an owner-built company into a sellable one. Exit OS
Owner-built
Runs on one person, and gets priced like it.
Value
What it is worth today, three methods, shown line by line.
Diagnose
What a buyer would discount, through three buyer types' eyes.
Close the gap
Every risk becomes tracked work, with the evidence attached.
Buyer-ready
Runs without the owner, and proves it on paper.
Not a listing site. Not a course. Not a broker taking a fee at the end. An operating system that runs the switch years before the sale, on one through-line: fix the business, fund the retirement.
You are already in the room. Years before anyone else.
By the time a broker or a buyer arrives, the value is whatever it is. Nothing structural changes in ninety days. You are the only professional present during the years when it still can.
There is no cheaper version of the advisor who has read these books for eleven years. Nobody underbids that.
A seven-figure outcome for the client against a handful of partner hours a month. The fee follows the value.
The largest financial event of your client's life, run by you. That is the engagement other owners hear about.
The software does the deterministic work. You do the judgment.
One engagement, five steps, set once a year and worked every month. The platform absorbs everything that is arithmetic and rules. What is left is the part a client is actually paying you for.
| Step | What the platform does | What you do | Your time |
|---|---|---|---|
| 01 Value | Pulls the financials, normalizes EBITDA, runs three methods, produces a defensible range. | Sanity-check the add-backs. Sign off on the number. | ~2 hrs once a year |
| 02 Diagnose | Scores readiness through three buyer lenses and flags every discount they would apply. | Read the reds. Add the context only you know. | ~2 hrs once a year |
| 03 Prioritize | Ranks each gap by value impact, time to fix, and which buyers it wins over. | Choose the sequence and defend it. This is the judgment. | ~3 hrs once a year |
| 04 Execute | Turns every gap into tracked work with success criteria and attached evidence. | Review the month. Unblock what stalled. | 2–6 hrs every month |
| 05 Report | Generates your branded PDFs from live data, then re-values. | Deliver the number. Have the conversation. | ~2 hrs quarterly |
| Per client | Runs continuously, whether or not anyone logs in | A standing monthly touchpoint, all of it high-value | 2–8 hrs/mo |
Illustrative partner hours for a single owner-client. The annual steps concentrate in one month; the rest of the year runs on the monthly review.
The biggest number you will ever move for a client.
Summit Mechanical, a $8.4M-revenue contractor, is worth about $6.5M in equity today, risk-adjusted. Close the owner-dependency and customer-concentration risks over three years and a buyer pays closer to $9.0M. That spread is not a market call. It is a work list, and you are the one holding it.
risk-adjusted
risks closed
is what your client creates, not by selling harder or catching a better market, but by closing the risks a buyer prices in, during the years when they can still be closed. Owner dependency and single-customer concentration do not feel like risks to the person who runs the place every day. A buyer reads the same facts as fragility and discounts for it. That difference in perception is the gap, and it is fixable.
For scale. An excellent tax plan for a company this size might save the owner tens of thousands a year, and it is real work you should keep doing. This is a seven-figure, one-time change in what they walk away with. Same client. Same relationship. A different order of magnitude.
A lot of value. Not very much time.
That is the entire pricing argument. This engagement commands about $5,000 a month and consumes two to eight hours of partner time in that month. The distance between those two facts is your leverage.
on roughly 25 hours a month
Twenty-five hours is about three days a month, with no new headcount and no new competency to hire for. Your platform cost at that scale is $1,044 a month, roughly 4% of the revenue it carries. And the fee is defensible in a way most advisory fees are not: re-value at year end and the report shows exactly what moved and why. Very few engagements come with that kind of receipt.
$5,000/mo reflects what this engagement commands in practice today; fee levels are yours to set. Platform cost shown at five seats ($299 + 5 × $149).
What your client sees.
The next eight screens are the surfaces your client actually uses, annotated. To make them concrete, everything from here follows one fictional client.
Elena Vásquez Owner
Summit Mechanical Services — a commercial HVAC and mechanical contractor in Reno, NV. Founded 2004, 42 employees, sole owner. Exactly the client already sitting in your book.
- →$8.4M revenue, $1.65M adjusted EBITDA (FY2025)
- →Wants to retire in about 3 years
- →Roughly 73% of her net worth is trapped in the business
- →Still leads every major bid, and owns the top account: a hospital system at 34% of revenue
None of these screens ask your client to be a finance person, and none of them ask you to build anything. Every number traces to a fact they already gave you or a statement you already have.
"What is it worth, and what is the one move?"
Value first, always. The single number an owner cares about leads the screen, with its range and how fresh it is.
One top move. Not a backlog of forty. The highest-leverage action, and which buyers it wins over.
Value to pocket. Enterprise value becomes equity becomes the retirement question, in three numbers.
Three methods triangulate one honest number.
Three methods, not one. Each carries a data-quality badge and a weight. The blend is honest about what it does and does not know.
Diligence, pre-empted. The sanity panel flags what a buyer would question, before a buyer ever sees it.
To your pocket. The waterfall walks enterprise value down through debt, costs, and tax to the number that actually funds retirement.
Every valuation stands on normalized earnings.
The engine does not value stated profit. It rebuilds a defensible EBITDA first. Here is Summit's three-year P&L and the add-back bridge behind the $1.65M the multiple runs on.
| $ thousands | FY2023 | FY2024 | FY2025 |
|---|---|---|---|
| Revenue | 6,900 | 7,620 | 8,400 |
| Cost of services | (4,347) | (4,738) | (5,208) |
| Gross profit | 2,553 | 2,882 | 3,192 |
| Gross margin | 37.0% | 37.8% | 38.0% |
| Operating expenses | (1,782) | (1,946) | (2,100) |
| Operating income | 771 | 936 | 1,092 |
| Depreciation & amort. | 150 | 165 | 180 |
| Reported EBITDA | 921 | 1,101 | 1,272 |
| Reported EBITDA | 1,272 |
| + Owner comp above market | 250 |
| + Personal vehicles & travel | 38 |
| + One-time litigation settlement | 60 |
| + Above-market related-party rent | 30 |
| Normalized EBITDA | 1,650 |
$1.65M normalized × 4.9× sector multiple = the $8.1M EBITDA-Multiple method on the last screen. Every add-back is credited by how defensible it is to a buyer.
The same business reads differently to different buyers.
| Strategiccompetitor | PE5–7yr hold | Search Fundoperator | |
|---|---|---|---|
| Believablenumbers + story | 72 Mixed | 68 Mixed | 60 Mixed |
| Transferablesurvives owner | 38 At risk | 30 At risk | 28 At risk |
| Durablepredictable cash | 46 At risk | 42 At risk | 40 At risk |
| Market Positionmoat + pricing | 64 Mixed | 58 Mixed | 62 Mixed |
| Overall | 58 | 52 | 47 |
Elena still owns the top account and leads every major bid. A buyer reads this as: the business is the owner. Expect an earnout or a long transition tied to her staying.
Three buyers, side by side. No single vanity score. Strategic, PE, and Search Fund each score the same four dimensions, because they price risk differently.
Clusters tell the story. One weak answer is survivable. Two reds in a dimension become a narrative a buyer acts on, written in their language.
A separate Owner Readiness track scores Elena herself: Financial 75, Emotional 100, Process 50, Life After 50.
"Does the sale actually fund my retirement?"
Wealth not counted: primary-residence equity ($1.2M) is excluded, you still need somewhere to live. Home is wealth, not retirement coverage.
Everything she has. Net worth (home excluded) plus what the business would actually net after fees and tax.
A defensible number to hit. Annual lifestyle cost times years to fund. Simple on purpose, and hard to argue with.
The tie-in. Closing the ~$2.5M Value Gap adds roughly $1.7M after tax, and flips this shortfall into a surplus. Fix the business, fund the retirement.
Upload anything. It files itself.
One live number. Data-room completeness, so an owner always knows how buyer-ready their paperwork is.
Eight folders, A to H. The taxonomy a buyer's diligence follows: financials, personal, tax, estate, insurance, real estate, advisors, and a catch-all.
Auto-sorted. Drop a PDF and it is filed automatically against a 45-item checklist. Each item reads Received, To follow, or Outstanding.
Every risk becomes a tracked, provable action.
Born from the diagnostic. Each red signal auto-spawns the action that fixes it, tagged with the buyers it wins over.
Success criteria, not vibes. Pre-authored sub-steps define what "done" means. Progress is a real fraction.
Evidence attached. Proof lives on the action and flows into the data room. Delegation sends a scoped portal link.
Advisor-grade PDFs, generated from live data.
3 of 3 methods
Nine deterministic reports, all traced to the same frozen data, so the valuation report and the wellness roll-up can never disagree. When an advisor is attached, the header wears their brand.
AI is coming for the compliance work. Not for the trust.
The deterministic side of an accounting practice, returns, bookkeeping, reconciliations, is being automated and commoditized on a timeline nobody controls. The relationship, and the judgment an owner leans on for the biggest decision of their life, is not. The question is which side of that line your firm's revenue sits on in five years.
Compliance is commoditizing
As software absorbs the routine work, the fees attached to it compress. Competing on "we file it faster" is a race to the bottom.
Trust does not commoditize
Owners already trust their CPA with the numbers. That standing is the one thing a competitor, or an algorithm, cannot copy, and it is exactly what an exit demands.
A high-margin advisory line
Exit readiness becomes a productized service that deepens the relationship and adds profit, with the software doing the deterministic work, so it takes little added labor or headcount.
Your move. Keep an owner from becoming the 80% statistic, and turn the highest-stakes moment of their career into the most valuable relationship in your book, without hiring anyone to do it.
Your seat.
You run the same loop across the whole roster, on your firm's brand. Four screens: the client portfolio, working inside a client's file, branded reporting and billing, and the high-value advisory work that stays yours to own.
Every client on one roster.
Three pills per client. Activity, assessment cadence, and score trend. A stale or sliding client is visible at a glance.
Seats, not guesswork. Advisor-sponsored clients are billed seats. Internal client teammates are free.
Your own portal. The whole thing lives on your own subdomain, under your firm's brand.
You do the work inside their workspace.
Strategic buyers credit normalizations most readily; PE underwrites most conservatively.
The amber banner never hides. "Marcus Chen is editing as Summit Mechanical Services." Every write is tagged advisor_edit with a stated reason.
Advisor-depth tools. He can see how each buyer type would credit the EBITDA, and tune the valuation blend, things the owner view keeps simpler.
Guardrails by attribution, not walls. You can edit the financials, the diagnostic, even the personal statement, nothing is off-limits. But every change is logged to you with a reason, and your client sees a full activity log and can revert your edits.
The brand your clients see. The bill you own.
A 7-digit handshake. The client connects by entering the advisor's ID; the advisor approves. Or the advisor invites the client by email. Consent runs both ways.
White-labeled where it counts. The client's workspace and every report wear your firm's name, logo, color, and subdomain. To your client it feels like your own software; this back-office console stays Exit OSx.
Billing is side-aware. When the advisor sponsors a client, the advisor pays and the owner cannot touch billing. Release a client and it cleanly reverts to them.
The work that stays yours.
The nine self-serve reports are arithmetic and rules, no opinion required, which is exactly why your client can run them without you. A second tier, on the roadmap, is gated behind you on purpose.
What your client runs alone
Valuation, diagnostic, walk-away math, the data room, and nine deterministic reports. All traceable to a fact or an engine output.
Strategy you unlock
A planned second tier: tax strategy, estate and wealth transfer, insurance, and continuity, drafted from your client's own data for you to review, edit, and approve before any owner sees it.
The model never does the math
Every number in every report traces to a fact, a snapshot, or an engine. The AI writes the narrative; it never invents a figure.
The division of labor. Exit OSx makes your client ready and your firm efficient. The platform handles what should be deterministic; you are freed to do what actually requires a human, structuring the deal, the estate, and the life after it.
Start with two or three clients.
Not a practice-wide rollout. Not a software evaluation. Pick a few owners you already serve, run them all the way through, and decide with a real result sitting in front of you.
Pick the clients
Owners three to seven years out, roughly $2M to $20M in revenue, where you already hold the financials. In practice: the ones whose retirement you have quietly worried about.
We stand it up together
Your branded portal, your firm's name on every report, and the first valuations built from statements you already have. I do this alongside you rather than handing you a login and wishing you luck.
Deliver the first conversation
You present the number, the discounts a buyer would apply, and the plan to close them. Then you decide whether this becomes a service line in your practice.
Whether your clients actually engage with it. What they will pay for it. How much of your time it genuinely takes. And what the first re-valuation shows. That is enough to price a service line on. It is considerably more than a demo would have told you.
| White-label advisor account | $299/mo |
| Each company seat | $149/mo |
| A three-client pilot | $746/mo |
You are already in the room.
Everything else in this deck is machinery. The reason it works is that you are the one delivering it: the advisor the owner already trusts, already talks to every year, and already believes when the news is bad. Nobody else can be handed that position.
A retirement shortfall becomes a comfortable surplus, by creating roughly $2.5M of value they control, in the years when it can still be created. They stop being the 80% who go to market and never sell.
A productized advisory line on your own brand, priced against a seven-figure outcome and delivered in two to eight partner hours a month, on the client relationships you already have. No new headcount.
Pick two or three clients. Let's stand it up together and see what the first conversation does.
- Value Gap
- Equity today vs buyer-ready equity.
- Walk-Away Gap
- Whether the proceeds fund the retirement.
- Acting-as
- You working inside a client's file, every edit logged.
Fix the business. Fund the retirement.