Get it funded. Get it ready. Get it worth more.
One acquisition, met at three moments. Before the close, when the lender needs a clean package and a deal it can pre-qualify. While the borrower prepares, when the financials have to meet the loan's prerequisites. And every month after, when the only reason for doing this was to grow the business into something worth more than the price. Three offers, in that order.
The relationship with most lenders ends at funding
Which is exactly when the buyer's real problems start. Before that, the lender is chasing documents and spreading seller financials by hand. After it, the buyer owns a business with a permanent debt payment and no system for growing it.
What the first year actually looks like
| For the lender and the broker | Packages arrive disorganized, documents trickle in, and the current SOP puts more diligence on every acquisition file. |
|---|---|
| Thirty to ninety days before close | A signed letter of intent and a clock. The lender wants three years of returns, interims and a personal financial statement, and the seller cannot produce clean numbers. |
| Closing day through day ninety | The seller leaves, the bank wants its first statement and covenant certificate, and the buyer is learning the business and the reporting at the same time. |
| Month four onward | The debt payment is permanent. The phone goes unanswered at lunch, nobody follows up on quotes, and the company has eleven reviews. |
Three offers, in the order the deal needs them
- AI Automation
Pre-qualify the deal with the lender
We work with SBA lenders and brokers so a deal arrives organized and can be screened early.
- Package assembly with a checklist per lender requirement and a document chase that escalates
- Statement-to-spread with a citation on every field and tie-outs the analyst validates
- A pre-qualification summary against the lender's criteria, with the credit decision left to the lender
- Technical Financial Models
Get the borrower's financials ready
We assess the borrower's and the target's financials against the loan prerequisites before the package goes in.
- Debt service coverage from the fiscal year-end statements the SOP requires, not from projections
- The gaps a lender will find, named before the lender finds them
- A clean, organized file the lender can read on the first pass
- GTM Engineering
Grow the business after close
GTM strategy and marketing automation that add revenue the next buyer can see in the statements.
- Speed to lead, missed-call recovery and follow-up sequences
- Reviews, reputation and client reactivation
- Pipeline and attribution, counted on durable, attributable earnings. Never a promised multiple
Start where the deal is
- 01
A workflow review
Forty-five minutes on the deal or the desk: where the file is, and where it waits.
- 02
The first offer
Package automation for a lender, readiness work for a borrower, or growth work after close.
- 03
The next moment
The same team carries the deal from the package to the first year of growth.
Where an independent quality-of-earnings report is required, the lender engages it; we never prepare it. Readiness work is management's representation, not an independent report. Credit decisions are the lender's, and nothing we do promises that a loan will be approved, will fund or will reach any valuation.
- SOP 50 10 8.1
- The SBA's SOP 50 10 8.1 took effect October 1, 2026. On initial acquisitions and business expansions with a purchase price of three million dollars or more, the lender must obtain a quality of earnings report from an independent financial professional, and debt service coverage must be satisfied from the last one or two fiscal year-end statements rather than from projections. SBA Information Notice 5000-880695
- Loan limits
- The cumulative 7(a) and 504 loan limit doubled effective July 4, 2026. U.S. Small Business Administration
Bring us the deal
A lender with a file, or a buyer with a letter of intent. We will tell you what the deal needs next.