A few practical tools for owners thinking ahead: a directional valuation range, plain-English notes on taxes and income, and the same information packet a buyer would ask you for. Use what helps. No strings attached.
Short reads. The earlier you plan, the more options you keep.
How a deal is structured (asset vs. equity, how the price is allocated, installment timing) can change your after-tax proceeds meaningfully. The goal is simple: plan the structure before you agree to a number, not after.
For many owners the business was the retirement plan. Once it sells, the question becomes how to turn a lump sum into durable, predictable income. Mapping that out early often shapes what kind of exit you actually want.
Most small businesses trade on a multiple of owner earnings (SDE/EBITDA). Recurring revenue, low customer concentration, and an owner who isn't the business all push the multiple up. The calculator below shows how.
This uses real-world multiple ranges by industry, then adjusts for the factors buyers actually price on. It is a starting point for a conversation, not a formal appraisal.
This is a directional estimate generated from public small-business multiple ranges and standard buyer adjustments. Real value depends on financial quality, growth, assets, lease and transferability, and deal structure. It is not an appraisal or an offer.
When someone evaluates a business, this is the information they need. Filling it out early (estimates and round numbers are fine) saves weeks of back-and-forth. Preview it below, or open the fillable packet: a clean, branded working document with charts that fill in as you type. Save it as a PDF whenever you're ready.
Whether you sell on your own or work with a professional, every buyer will want this information eventually. Most owners don't pull it together until they're mid-diligence and scrambling. Organizing it up front makes the whole process cleaner, faster, and more transparent.
Confidential Information Memorandum: Information Request. Anything shared is held in strict confidence. Items needing backup (tax returns, statements) can simply be marked "available" and requested after a mutual NDA.
Don't worry about getting it perfect. Do your best, and gaps can be filled as the conversation develops.
If your business holds certifications tied to who you are as an owner (DBE, MBE, 8(a), veteran or Native status, HUBZone) they are one of the first things a serious buyer will ask about, and one of the last things most owners think about. Here is the plain version.
Most certifications do not transfer with the business. They belong to the owner's eligibility, not the company. When ownership changes, the new owner has to qualify and re-certify on their own. If they can't, the certification lapses, and every contract that depended on it becomes a risk. Buyers price that risk into the offer, sometimes heavily.
The rules changed in 2025. DOT's DBE program and SBA's 8(a) program no longer presume disadvantage based on race or sex; applicants now make an individualized showing. Programs tied to enrolled membership in a federally recognized tribe, such as the Buy Indian Act and the Indian Incentive Program, are grounded in political status rather than race and were not affected.
What this means for you. The right buyer can keep your public-sector positioning alive, and even extend it. The wrong buyer, however well-capitalized, will watch it expire. If a meaningful share of your revenue runs through certified contracts, ask any prospective buyer one question before you talk about price: can you re-certify?
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