Service 06 · Value

Valuing your business.
Value and succession.

Selling, transferring, raising capital or simply knowing the true value of what you have built. Each of these decisions deserves rigorous preparation — well before the transaction.

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Situations we recognise

Your situation is familiar to us.

Business value is not observed — it is built. And the decisions that make the real difference are taken years before any transaction.

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You are considering a sale in 2 to 5 years

It is early. That is precisely the right moment to identify the levers that increase perceived value for buyers.

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You do not know the real value of your business

Book value does not reflect market value. And market value depends on factors you can influence.

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You are preparing a family succession

Transferring to your children or your management team is a complex undertaking — strategically and humanly.

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You have received an unsolicited approach

A potential buyer has contacted you. You are not ready. You do not know whether the valuation they are suggesting is fair.

What you receive

Concrete deliverables. Measurable outcomes.

Every engagement ends with tangible deliverables and verifiable indicators.

Valuation diagnostic

An assessment of your business using the methods a buyer would apply: EBITDA multiple, net asset value, discounted cash flow. With value ranges across scenarios.

Value driver identification

The factors pulling your valuation up and those weighing it down: owner dependency, client concentration, recurring contracts, financial data quality, organisational robustness.

Pre-sale improvement plan

Concrete actions to take in the 12 to 36 months before sale to maximise value: leadership team strengthening, client relationship formalisation, balance sheet clean-up.

Information memorandum

The presentation document for potential buyers: history, business model, positioning, financial performance, outlook.

Pre-deal strategic advisory

Strategic oversight during the sale process: positioning towards buyers, validation of negotiation elements, coherence between narrative and figures.

Measured results

What our clients see after the engagement.

+20%

Minimum valuation uplift observed after implementing the pre-sale improvement plan

94%

Of business leaders better understand buyer expectations after the engagement

24mths

Optimal horizon to begin preparing for a sale

Our approach

Three phases. Grounded in your reality.

We always start by understanding your reality before proposing anything.

01 · Value

Knowing your worth

Weeks 1 and 2

Financial performance analysis over 3 to 5 years. Application of valuation methods. Sector benchmarking. Identification of risks perceived by buyers.

02 · Optimise

Increasing value

Months 2 to 24

Implementation of the pre-sale improvement plan. Strengthening of vulnerability areas. Documentation of intangible assets. Financial data preparation for due diligence.

03 · Prepare

Structuring the transaction

Before and during the sale

Information memorandum drafting. Identification and qualification of potential buyers. Advisory support through negotiation and due diligence.

Frequently asked questions

What business leaders ask us.

Do you also handle the legal and tax aspects of the sale?+

No. We focus on the strategic and organisational dimension. For legal and tax structuring, we work in coordination with your lawyers and accountants.

When is the right time to start preparing for a sale?+

Between 2 and 5 years before the intended sale. Starting early is never a problem — it leaves more time to implement value levers. Starting too late, however, significantly reduces your room for manoeuvre.

What weighs most heavily on the valuation of an SME?+

Buyers look primarily at: revenue recurrence, dependence on key people (including the owner), client concentration, leadership team quality, 3-year growth trajectory and financial data quality.

Can you help with the valuation of a Luxembourg company?+

Yes. We work regularly in Luxembourg, where the specificities of company law and taxation are factored into our analysis. We work in coordination with Luxembourg legal professionals.

What if I want to transfer to my children rather than sell?+

Family succession follows a different logic to a third-party sale. We prepare the succession on strategic dimensions (role of the next generation, shareholder agreement, governance) in coordination with your legal and tax advisors.

Valuing your business.Value and succession.