Show buyers the real earnings power.

Yes. On the buy side we help acquirers validate a target's earnings before they commit capital. On the sell side we help founders and owners document and support normalized earnings ahead of buyer diligence, so issues surface on your timetable rather than mid-negotiation.

Typically several years of financial statements, the underlying bookkeeping file, bank statements, tax returns, payroll reports, and detail on customers, contracts and any related-party arrangements. We send a specific request list once we understand the transaction, and we work with what exists — records rarely arrive complete.

It depends on the size and complexity of the business and on how complete the financial records are. We give you a realistic timeline in the first conversation, once we've seen what we're working with — and we'll tell you honestly if a deal timeline is tighter than the work requires.

Founder-led and lower-middle-market companies — generally from a few million in revenue up through eight figures. That's the range where a QoE meaningfully changes the outcome of a deal but a Big Four engagement is disproportionate.

Yes — along with strategic acquirers and founder-owned sellers. Our team's background includes underwriting deals for private equity, so we understand how an investment committee reads a diligence package, not just how to assemble one.

Yes. We work with buyers and sellers nationwide, and our accounting and finance team is entirely US-based. QoE engagements run remotely, so location doesn't affect how we work with you.

The core of it is a documented bridge from reported to adjusted EBITDA, with each normalization supported. Around that sits the analysis described above — revenue quality, margins, working capital, customer concentration, and cash proof — followed by a working session to talk through what the findings mean for your transaction.

Yes. Many clients continue with us for M&A advisory through close, and afterwards for fractional CFO, bookkeeping and tax. Because the same team already knows the numbers, there's no re-learning the business at each stage.

Earlier than most owners expect. The value of a sell-side QoE is that it surfaces problems while there is still time to fix them — a concentration issue or a messy add-back is far cheaper to address before you go to market than to explain once a buyer has found it. If a sale is on your horizon at all, it's worth a conversation now.

An audit gives an opinion on whether financial statements are fairly presented under accounting standards, looking backward at a fixed period. A QoE asks a different question: how much of that reported profit is sustainable and repeatable going forward. It isn't an attestation, it isn't governed by audit standards, and it's built for a buyer's decision rather than a compliance requirement. Many deals involve both.