The problem and why one lens fails
Friday, 6:40. The proposal is still in your inbox because nobody else can price it. The team went home an hour ago. The client who called at four wanted you, not the account manager.
Revenue is solid. The business works. It works because you are in it.
Your CPA tells you what you made. Your attorney tells you what you are protected from. Nobody has told you what this business is worth to someone who is not you. And someday someone will. A buyer. A partner. A bank. Their number will be lower than the one in your head, for reasons nobody has ever explained to you.
Most of your net worth is inside this business. It has never been priced.
That is not a character flaw. It is a rigged table. Your CPA is paid to count. Your attorney is paid to protect. The one person who will tell you the truth about value is a buyer, and a buyer is paid to pay less. Nobody in that room works for your number. That is the seat KedgePoint takes.
Who this is for
Owners of founder-led businesses under $10M in revenue who are still building. Professional services, niche manufacturing and distribution, agencies, specialty real estate. You compete on results and reputation, you want the truth more than you want comfort, and you would rather know your number now than hear it from a buyer.
Who it is not for.
Owners winding down and hoping for a rescue. Companies that need a body, not a plan. Anyone who wants a consultant to agree with them.
Strategic Foresight
Why? Your plan assumes the industry holds still. It will not.
The problem. You have a 3-year plan built on 1 future: the one that looks like last year with better numbers. Meanwhile the industry is moving. New entrants, new rules, new buyer behavior, technology that changes what a customer will pay for. You read about it. Nobody on your team is tracking it, and the plan has no answer for it.
What KedgePoint does. Industry analysis, competitive research, and strategic planning, run by a certified foresight practitioner. We scan your industry for the signals that matter and the ones nobody is watching. We build 3 plausible futures for your market, not 1 forecast. We test your current strategy against each: works, works with adjustment, does not work. We set signposts so you know early which future is arriving. Then we tie every finding to a decision you are making this quarter.
How the 3 disciplines show up. Foresight is where strategic clarity gets built. The futures work forces the goal to get specific and the floor to rise. The signposts feed the quarterly rhythm. And the scenario that hurts your valuation most becomes a value-acceleration priority.
Who it is for. Owners making a bet: a new market, a major hire, an acquisition, a capital raise. Leadership teams at larger organizations facing disruption who need scenarios and a scanning discipline, not an exit.
What you walk away with.
An industry and competitor read with the weak signals named
3 futures for your market, written so your team can see themselves in each
Your strategy scored against all 3
Signposts to watch and who watches them
A revised plan for the next 90 days
Still hesitant?. "This sounds like an academic exercise." It is the opposite. Foresight that ends in a report is entertainment. Ours ends in a decision you were about to make blind, made with 3 futures in view.
Exit Planning
Why? You should know what your business is worth before someone else tells you.
The problem. You have a number in your head. It came from a peer, a rule of thumb, or a hope. Your CPA's number is a tax number. A buyer's number will be a transferable-value number, and it will be lower than yours for reasons nobody has explained to you. Most of your net worth is inside this business and you have never priced it.
What KedgePoint does. Valuation services delivered by a Certified Exit Planning Advisor: a range of value for the business as it stands, and an assessment of what it could be worth at best-in-class performance. Then the 3 gaps. The wealth gap: what you need for life after the business against what you hold outside it. The profit gap: your earnings against best-in-class earnings at the same revenue. The value gap: your current value against the value a stronger multiple and stronger earnings would produce. Then remediation planning: the gaps sequenced into a plan with owners, dates, and a rescoring cadence.
How the 3 disciplines show up. The gap analysis is the value discipline in full. Remediation borrows the operating discipline: 90-day sprints, weekly numbers, quarterly rescoring. And the wealth gap forces strategic clarity on the one question most owners avoid: what is this all for?
Who it is for. Owners 2 to 5 years from a transaction. Owners who say they will never sell and want the business to be worth selling anyway. Owners with a partner, a family member, or a key employee who might be the buyer.
What you walk away with.
A range of value and the drivers behind it
Your wealth gap, profit gap, and value gap, each with a number
A remediation plan sequenced by payoff and effort
A personal readiness read: are you ready for what comes after
A clear answer on whether to grow, prepare, or decide
Still Hesitant? "I am not selling." Good. Closing the profit gap pays you now, in distributions, whether you sell or not. A business worth selling is a business worth owning.
Value Acceleration
Why" Because a buyer pays for 4 things. Most owners only build 1.
The problem. Revenue is up and the multiple is not. The business runs on you, 3 key people, and a set of processes that live in their heads. A few customers are most of the revenue. The brand is your name. A buyer sees all of that as risk, and risk is what compresses the price.
What KedgePoint does. We grow the intangible capital that CEPA's Value Acceleration Methodology uses to measure transferable enterprise value. Four kinds. Human capital: the bench below you, and whether it stays. Structural capital: systems, process, documentation, and IP that make the business repeatable. Customer capital: the durability and diversity of the relationships that produce revenue. Social capital: the culture, brand, and reputation that survive a change in ownership. We score all 4, pick the gap with the highest payoff, and run a 90-day sprint against it. Rescore. Repeat.
How the 3 disciplines show up. This is where all 3 meet. The sprint is operating discipline. The floor rule (cut what drags) is strategic clarity. The rescoring is the value discipline keeping score.
Who it is for. Owners who have done the gap analysis and want the gaps closed. Owners of businesses between $2M and $10M in revenue where the multiple, not the revenue, is the lever. Leadership teams preparing for investor diligence.
What you walk away with.
A Four Cs score with the highest-payoff gap named
One 90-day sprint plan per quarter with owners, actions, and a scoreboard
Weekly accountability on the numbers
Quarterly rescoring so value growth is measured, not assumed
A business that is harder to leave and easier to sell
Still hesitant? "Consultants talk. They do not build." This service is a sprint with a scoreboard. If the score does not move in 90 days, you will know it, and so will we.
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Clients just like you…
The distributor who signed every check. A regional distributor, owner-run for nineteen years. He priced every quote and approved every hire. Two sprints in, the bench below him was running the quoting desk. He took his first two-week vacation in eleven years. The value score went up while he was gone.
The firm that was worth less than its revenue suggested. A professional services firm with strong billings and one client at forty percent of them. The owner's number in his head assumed the revenue was the asset. A buyer would have called it the risk. Twelve months of customer-capital work later, no client is above fifteen percent, and the range of value moved for the first time in five years.
The owner who was never going to sell. She said so on the first call. She closed the profit gap anyway, because closing it paid her in distributions that year. Two years later a competitor made an unsolicited offer. She had a number to compare it to. She said no, and she knew exactly why.
Know Your Number. Close Your Gaps.
Fill out our easy form to find out more (don’t worry, we promise to never spam you or sell your data). Better yet… schedule a “Sounding” (consult) below...
How the Sounding works
Book 45 minutes. Bring what you know about revenue, profit, your role, and what you want the next three to five years to look like. Rough numbers are fine.
We read the business out loud. Where the ambition is, where execution leaks, where value is trapped. You will hear things in that call nobody has said to your face.
You get a straight answer, in writing. Within two business days: what we heard, where the leverage is, and what the first 90 days would look like. No proposal unless you ask for one.
What it costs. The Sounding is free. Engagements after that are scoped in 90-day blocks, and you will know the cost of the first block before you commit to anything.
What happens if it does not work. If the value score does not move in 90 days, we stop. You will know it, and so will I.