There is a brutal reality in the 2025 M&A market: Private Equity firms are swimming in dry powder, but they aren't buying jobs. They are buying systems.
Most founders I meet believe their firm is ready for an exit because they hit a revenue milestone—usually $10M or $20M. They view the sale as the finish line of a marathon. But to a buyer, the sale is the starting line. If your runners (employees) are exhausted, your shoes (tech stack) are falling apart, and the coach (you) is the only reason the team finishes the race, you don't have a business. You have a high-paid employment contract with overhead.
We are currently seeing a massive bifurcation in valuations. On one side, "Unicorn Services"—firms with productized delivery, predictable revenue, and no founder dependency—are trading at 8.4x to 13x EBITDA. On the other side, traditional "body shops" or "expert-for-hire" brokerages are struggling to clear 4.3x EBITDA, often with heavy earnouts attached.
The gap between a 4x and a 12x exit isn't usually revenue growth. It's transferability. If I can't hand the keys to a new operator without the engine stalling, I'm not buying the car. Or I'm buying it for scrap value.
After analyzing over 50 due diligence processes in the last 24 months, we've identified the seven non-negotiable signs that a professional services firm is actually ready to command a premium.
In the early days, landing a "whale" client is a cause for celebration. At exit, it's a liability. 2025 data from Focus Investment Banking indicates that customer concentration above 30% often kills deals outright or triggers a 20-35% valuation discount. Private Equity buyers view any single client accounting for more than 15-20% of revenue as an existential risk. If that client leaves post-acquisition, the debt covenants break.
The Benchmark: No single client >15% of Revenue. Top 5 clients <40% of Revenue.
Does your revenue reset to zero on January 1st? Firms relying entirely on project-based work trade at roughly 1.01x to 1.37x revenue. Contrast that with firms that have embedded recurring managed services or subscription-like retainers, which command 2.28x to 2.53x revenue. Buyers pay for predictability. If you have to resell your entire P&L every year, your forecast is just a guess.
For a deeper dive on this shift, read about trading $1 of project revenue for $5 of enterprise value.
If you are still the lead strategist on your biggest accounts, you are un-acquirable. This is the "Founder Heroics" trap. Due diligence teams will interview your second layer of management. If your VPs say, "We check with [Founder] before sending the proposal," the deal is dead. You need to demonstrate a functioning management layer that operates independently of your daily intervention.
When a PE firm asks for your "Playbook," they don't mean your employee handbook. They mean your Standard Operating Procedures (SOPs) for Service Delivery. How do you onboard a customer? How do you scope a project? How do you handle a change order? If the answer is "Project Manager A does it differently than Project Manager B," you have a scalability problem. Documented processes are the only way to prove that your margin is sustainable as you scale.
See why acquirers pay a premium for documented processes.
Nothing kills confidence faster than a "Quality of Earnings" (QofE) report that shreds your EBITDA. If you are running personal expenses through the business or using cash-basis accounting that hides payables, you will get re-traded at the 11th hour. Buyers expect accrual-based financials that match revenue to the period it was earned, not when the cash hit the bank. A clean QofE is the ticket to closing.
Founders talk about "Total Revenue." Exits are built on Gross Margin and Utilization. A firm doing $20M at 35% gross margin is worth significantly less than a firm doing $15M at 55% gross margin. You must know your margin per project, per client, and per employee. If you are subsidizing unprofitable "prestige" clients with your cash cows, a buyer will find out—and they will deduct that revenue from your valuation.
"We have a lot of good conversations happening" is not a pipeline. An exit-ready firm can show a weighted pipeline based on historical conversion rates. If you can say, "We have $10M in Stage 3, and our conversion rate from Stage 3 to Close is 42% over the last 12 months," you are speaking the language of capital. This predictability transforms your growth story from a gamble into an investment.
If you checked 7/7, call your investment banker. You are in the top 5% of the market. If you checked fewer than 4, you have work to do—but it's high-ROI work. Every hour spent fixing concentration issues, documenting processes, or cleaning up financials can generate $1,000+ in enterprise value at exit.
Don't just build a company to sell it. Build a company that someone else would be crazy not to buy.
For a complete roadmap on preparing your firm, review our guide on the 2026 PE Readiness Checklist.
