- The firm generates $8.0 million of gross revenue, which is material in size for a buyer evaluating scale.
- Revenue is concentrated in recurring core service lines, with audit, tax, and consulting each representing 70% of revenue as provided in the data.
- The firm reports 30,000 billable hours, indicating a meaningful volume of fee-producing work.
- With 4 partners and 20 staff, the firm has a 5:1 staff-to-partner ratio that supports delivery capacity.
- Revenue per partner is $2.0 million, which is a strong productivity metric from a valuation perspective.
- EBOC is 50%, which indicates only moderate earnings conversion and limits valuation support relative to firms with stronger cash earnings.
- Revenue is highly concentrated in each of audit, tax, and consulting at 70% as stated, which suggests a narrow service mix and higher exposure to disruption in the core practice mix.
- The firm has only 4 partners and 20 staff, creating a small scale profile that can limit depth, redundancy, and post-close integration capacity.
- Revenue per partner is $2,000,000, which can indicate meaningful key-person reliance at the partner level given the small partner group.
- Improve service mix balance by reducing the heavy concentration in consulting (70% of revenue) and audit (70% of revenue) and broadening into more diversified recurring work to lower concentration risk and support a higher-quality earnings profile.
- Increase revenue per partner from the current $2.0 million by expanding leverage across the 20 staff members relative to 4 partners, which could improve scalability and partner productivity.
- Enhance profitability by lifting EBOC margin from 50%, as even modest margin expansion would be valuation-accretive at the current $8.0 million gross revenue base.
- Build on the strong tax revenue contribution (70% of revenue) by deepening cross-sell within the existing client base, which can increase wallet share without requiring a new market entry.
- Plan for leadership continuity given all four partners are the same age, as succession visibility can reduce key-person risk and support valuation stability.
- The firm appears heavily dependent on a very small partner group, with 4 partners and all partner ages shown as 20, which creates key-person and succession risk if one or more partners leave or are unable to maintain production.
- Staffing capacity may be tight relative to scale, with 20 staff supporting $8.0 million of gross revenue and 30,000 billable hours, which can pressure delivery, utilization, and retention if demand rises or staffing fluctuates.
- Revenue mix is concentrated in audit, consulting, and tax at 70% each in the provided data, indicating limited diversification in the reported service profile and greater sensitivity to any slowdown in those core lines.
- The firm’s revenue per partner of $2.0 million is strong, but it also implies a high reliance on partner productivity, which can be a valuation risk if that output is not transferable to the next generation.
- EBOC is 50%, which is solid but still leaves meaningful exposure to margin compression if compensation, staffing, or other operating costs increase faster than revenue.