Business Advisor in Los Angeles

For Los Angeles owners weighing a sale, a succession, or simply a company that could run without them: I work on business readiness, the part of exit planning a buyer looks at first.

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What kind of advisor this is

“Business advisor” covers a lot of people: accountants, bankers, brokers, consultants. So I should say what I am not. I don’t value companies, broker deals, manage money or give tax and legal advice. You need people who do those things, and I work alongside them.

What I work on is the part of exit readiness that lives inside the company. Maybe you plan to sell in five years, pass the business to family, or just want the option to step back. Either way the buyer or successor asks one question: what happens here when the owner is gone? For most owner-led companies the honest answer is that a lot of things stop.

Three kinds of readiness

Exit planners often describe readiness as a stool with three legs. Personal: do you know what you will do next, and do you want to? Financial: does the number work for your family? Business: does the company hold its value without you? The first two belong to you and your planner. The third is operational, and it is where EOS earns its place. I think of EOS as the execution engine for that third leg.

What makes value transferable

A buyer pays for cash flow they believe will continue after the handoff. That belief comes from things you can build. A leadership team that owns real decisions. Weekly numbers that tell the story of the business without the owner narrating. Processes that are written down and actually followed. A plan with quarterly priorities the team hits more often than it misses.

Those happen to be the tools of EOS. The Accountability Chart shows who runs what, and whether your name sits in too many seats. The Scorecard gives a diligence team numbers it can trust. Quarterly Rocks show a record of execution rather than a founder’s promise of one. None of it is staged for a sale. It is how the company runs, and that is why it holds up under scrutiny.

Start earlier than feels necessary

Owners who start two or three years before a transaction have time to prove the team can run the company. Owners who start six months out are mostly writing things down. If a sale or succession is anywhere on your horizon, the useful time to begin is while the decision is still yours.

I built and ran companies for more than twenty years, and I spent fourteen on the EO Los Angeles board watching owners go through exits, some well and some badly. The ones that went well had a business that did not need them in the room.

Industry guide: EOS® for Staffing and Recruiting Firms in Los Angeles

Questions owners ask before an exit

Do you replace an exit planner or an M&A advisor?

No. I work alongside them. An exit planner, a wealth manager, a CPA and a broker or banker each own a piece of a transaction. I own getting the business ready to run without you.

Will EOS raise what a buyer pays?

I don't make valuation promises. What EOS changes is owner dependency, documented processes and a leadership team with a track record, which are the things a diligence team probes when it judges the risk in a deal.

We are not planning to sell. Does this still apply?

Yes. A company that could survive your absence is also a better company to own. Plenty of owners do this work and then decide to keep the business, because it finally stopped depending on them.

How long does it take?

Most teams run EOS on their own after about two years. That is also roughly the track record a buyer wants to see, which is why starting early matters.

Other areas and services

Build a company someone else could run.

Start with a conversation about your timeline, what still depends on you, and whether EOS is the right way to change that.

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