"I spent years working with business owners going through a sale. The most common thing I heard, after the fact, was: 'I wish I had worked with you sooner.' Not sooner in the sale. Sooner in the life of the business."— M. Todd Dyer
The insight that drives everything here came from watching it happen too many times. A business owner enters a sale process — often after decades of building — and discovers, in the middle of it, things about their own company they didn't know. Gaps they could have closed. Risks they could have mitigated. Decisions they would have made differently if they'd had the information earlier.
By then, the leverage was already gone. Buyers were involved. Deal momentum was driving the clock.
The work I do now exists to change that sequence. To give owners the outside view — the buyer's view, the investor's view — before they need it, while they still have options. Not at the end. At the beginning.
"Most owners don't realize what it's actually costing them until someone else tells them — usually a buyer, usually at the worst possible moment. The information was always there. The lens to see it clearly wasn't."
Founder and operator across insurance, structured finance, advisory, and systems design. Knows what the numbers look like from the inside when the picture is incomplete — and what it takes to change it.
Deep work in financial normalization, owner comp analysis, add-back documentation, and building the financial narrative that withstands scrutiny. Understands the difference between reported profit and defensible EBITDA.
Trained to map how systems interact, where information flows, and where it breaks down. Applied to businesses, this means understanding operational structure at a level most financial advisors can't reach.
Worked across more than a hundred transactions across industries. Knows what buyers look for, where they price risk, what sends them to the exit — and what creates confidence. Pattern recognition at scale.
Operated in industries with real regulatory complexity. Understands compliance risk the way a buyer's diligence team does — not as an abstract concern, but as a valuation factor and deal risk.
This work is paid directly by owners for honest, independent analysis. No commission structure. No incentive to close a deal, push a valuation, or recommend a particular buyer. The only goal is the owner's outcome.
Working across healthcare, construction, logistics, financial services, and insurance — in different roles, at different points in the business lifecycle — reveals something that specialization doesn't: the patterns are consistent, even when the businesses look completely different on the surface.
They look like "how we've always done it." They look like normal variance. They look like a number that doesn't quite add up but never gets investigated. The patterns are visible from outside — invisible from within.
Direct experience across industries means the frameworks apply to your business — not a generic version of it.
Revenue range: $2M–$50M+ in enterprise value · Industry is not the constraint — stakes are.
The most common thing owners say — after the fact. The clearest move is to find out now, while it still changes the outcome.
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