Four things, usually in combination: get a company ready to go to market, build acquisition into a growth strategy, structure mergers and roll-ups, and design capital strategy including debt. Most engagements are two or three of those at once.

No. I'm not a licensed business broker and I don't represent sellers in a transaction, market companies for sale, or run deal processes. I prepare companies so that when a transaction happens — with whatever intermediary, attorney, and accountant you choose — you're negotiating from strength instead of scrambling. When you need a licensed intermediary, I'll tell you and help you find a good one.

There's no such thing. Three years out is ideal because you can still change the fundamentals. One year out you're cleaning up. Six months out you're preparing for diligence. Every habit built early is one you never have to fix under a buyer's microscope.

Behavioral health and adjacent healthcare, home services including roofing and pest control, and senior care. The pattern that matters more than the industry is a fragmented market of owner-operated companies where consolidation is active.

Engagements are fractional and retainer-based, scoped to the work. Some include success-based components tied to origination or debt placement. I'll give you a straight number after the first conversation — there's no charge to have it.

No, and anyone who does is selling you something. Market conditions, buyer appetite, and your own decisions all drive the outcome. What I can do is make sure the reasons a buyer discounts your company aren't reasons you could have fixed.

Not formally. I'm not a certified valuation professional and nothing I give you is a valuation opinion. I can give you a directional sense of how a buyer is likely to think about your company and what moves that number. For a formal valuation you need a credentialed appraiser.