Value Orientation | Concentric Global Consultants
Step Zero

An orientation, not a valuation.

This form collects what you know about your business and returns a directional estimate of its value. It rests entirely on figures you supply. Nobody has examined a tax return, tested a balance sheet, or corroborated a single number against the market. Read the result as a starting position, not as an answer.

There is no single value for a business. The number moves with why you are asking, what is being sold, whether control transfers, and when the question is put. A form cannot know which of those situations is yours, which is why what comes back is a range and a set of questions rather than a figure.

It takes about fifteen minutes. You do not need to have every number. Where you do not, say so: what you cannot report is as informative to us as what you can.

Your answers save automatically in this browser as you go, so you can stop to find a figure and come back. They stay on this device only and are cleared when you send the form.

The business on paper

Basic information

Identity, structure, and the origin of the figures you are about to enter. That last item shapes how much weight the estimate can carry, so it appears on everything we return to you.

Answer this honestly. It does not affect whether you get a result. It determines what the result is allowed to claim, and we state it plainly on the report rather than burying it.

Who would carry the business forward

Optional. A succession or partner change turns on the people involved, so we ask now rather than at the first meeting. Answer as things stand today.

For example, “Dana Ruiz, operations manager”.
Other owners, and any family member or partner with a say. Names and roles.
Your instinct, before you enter any figures. There is no wrong answer. It tells us where you are starting from, and we show it beside the range we return.
Choose the closest. It tells us how much weight the figure carries, and we say so plainly when we show it beside the range.
If you completed the CGC Readiness Snapshot, enter your total from 0 to 24. If you have not taken it, say so. It does not change your result; it tells us how you see the business today.

How it runs

Your business

Scale, staffing, and where the revenue actually comes from. Concentration and revenue mix move a multiple more than most owners expect.

How last year’s revenue splits, in percent

Enter each as a percentage of last year’s total revenue, not a dollar amount. The three shares are separate parts of the whole and should add to 100. Enter 0 for any that does not apply.

Total: 0% of 100
Percent of last year’s revenue from your single largest customer, not a dollar amount.
Dollar value of backlog at your most recent measurement. Leave blank if you do not track it.
The figures

Income

Enter what you have. Revenue, pretax income, and owner compensation are required for each completed year you report. Everything else improves the estimate but does not gate it. Mark any other line you cannot report.

Officer compensation, non-cash expenses, and one-time items are how we get from reported profit to owner earnings. Without them the estimate reads the business as less profitable than it is, which is the most common reason a self-report number comes back low.

The figures

Assets

Balance sheet position at each year end. If you work from a tax return, these appear on Schedule L. Mark any line you cannot report.

The figures

Liabilities

What the business owes at each year end, including obligations that do not sit on the balance sheet. Mark any line you cannot report.

Ahead

Outlook

Your own read on the next few years. This is your judgment, not a projection, and it is treated as such.

Trucks, equipment, facilities. Enter a dollar figure or leave blank.
A lost or won contract, a bad year with a specific cause, a partner exit, a move, a large one-time job. Plain language is fine.
Transferability

Operations without you

A profitable business and a sellable business are different architectures. These five questions address conditions that materially affect whether a business can transfer beyond its owner. Answer as things stand today, not as you intend them to be.

If you were unreachable for ninety days, what happens

Who runs the business day to day if you step back

How the work gets done is written down

Financial reporting

Customer relationships are held by

Optional

What it needs to fund

What the business is worth is one number. What it needs to produce for you is another, and the distance between them shapes every decision that follows. This section is optional. Most owners finish it in about three minutes.

How would you like to handle this

Required when you enter a figure.
After tax. What your life costs, not what the business pays you today.
Social Security, pensions, rentals, a spouse’s income. Leave blank if none.
A range is enough. We use the midpoint.
Personal debts, a home purchase, gifts to family. Leave blank if none.

A rough figure

The share of a lump sum you could draw each year without running it down too quickly. Four percent is a common planning convention, not a recommendation.

The share of each year’s withdrawal that goes to income tax, so the after-tax income above is what you actually keep. Twenty percent is a CGC planning convention, not tax advice.

Combined income taxes, broker or advisory fees, and legal costs on a sale, as a share of the price. The real figure depends on deal structure.

This is a rough figure, not a plan. Refining it is work for your wealth advisor, and this is a sound place to start that conversation.

Before you send it

What you are sending, and what it can support

What comes back to you is a range with the reasoning behind it, the questions your own answers raised, and a plain account of what this exercise could not determine. It is not a valuation and should not be relied on for a transaction, a filing, or a legal proceeding.

Completeness

Where to send it

Received

Your orientation is in the queue.

While we prepare your range, here is what your answers about running the business without you suggest. It draws only on those five answers, as you gave them. Your figures go into the range, not into this read.

We will read everything you sent, note what it can and cannot support, and come back to you within two business days with a range and the reasoning behind it. If something in your answers needs a conversation before a number would mean anything, we will say that instead of sending one.

While you wait: see how The Next Move works.

Value Orientation is a directional estimate built on owner-reported figures. It is not a business valuation, an appraisal, or an opinion of value, and it is not prepared under any professional valuation standard.