Whilst there are a whole range of detailed calculations and views on how to value a business – in my experience, value is often expressed as a ‘multiple’ of revenue/profit. Particularly In the world of technology companies, there is a lot of talk about the typical range of  ‘multiples’ for a particular sector of the market. What has been interesting is that in all my recent conversations with CEO’s they can point to individuals around their table who are responsible for driving the other part of the equation (ie. revenue and or profit). Seldom however is anyone responsible for planning on how to maximise the ‘multiple’. Given this has such a huge effect on the end valuation shouldn’t more time be devoted around the Leadership team table to thinking about and planning the business to optimise the ‘multiple’ in an exit event?

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