Services

Build In Value Before Exit

Businesses rarely lose value at the point of sale. They lose it years earlier, when risk quietly accumulates.

Most value erosion begins long before a deal. Founder dependency, unclear authority, succession gaps and fragile decision structures reduce buyer confidence. When confidence drops, price follows.

Growth isn’t the problem.

The problem is what happens when:

The founder becomes the bottleneck

Decisions slow and accountability blurs

Capability lives in people’s heads instead of systems

Left unresolved, these issues become negotiation leverage.
They show up as valuation discounts, earn-out pressure or deal fragility.

Building value before exit means addressing these issues early, calmly and deliberately.

“She brought clarity and structure to complex circumstances.”

Why Buyers Discount Value

Buyers assess transferability.
If the business depends on one individual, valuation reflects that risk.
If succession is unclear, multiples compress.
If leadership lacks cohesion, integration risk increases.

This work protects:

  • Sale price

  • Timing

  • Reputation

  • Relationships

What We Strengthen

1. Leadership Depth & Authority

Ensuring leadership is transferable and investor-ready.

2. Decision Rights & Accountability

Clarifying who decides what, and how decisions flow.

3. Succession & Capability Planning

Identifying risk gaps and preparing people for bigger roles.

4. Founder Dependency Reduction

Reducing key-person risk that affects valuation multiples.

5. Culture That Survives Transition

Protecting trust, values and behaviour through change.

Typical Challenges We Address

  • The business can’t run without the founder

  • Leadership roles feel unclear or overlapping

  • Decisions stall or escalate unnecessarily

  • Successors exist, but aren’t prepared

  • Culture feels fragile as pressure increases

Typical Outcomes

  • Increased transferability

  • Reduced key-person risk

  • Stronger buyer confidence

  • Improved valuation resilience

How It Works

1. Clarity Call

A short conversation to understand your stage, risks and goals.

2. People Risk Heatmap

A simple plan showing priorities, gaps and quick wins.

3. Guided Support

You get practical advice, clear tools and steady direction.

4. Leadership Check-Ins

Regular sessions keep alignment tight and remove roadblocks early.

Investment
This is a focused, time-bound advisory engagement designed to reduce founder dependency, strengthen leadership continuity and protect long-term value.

Engagements are 6-8 weeks, depending on the scope and complexity of the business.

Who This Is For

Family businesses entering a new phase

Founders preparing the team for succession

Leaders who want clarity, capability and calm direction

 

Why Concordia Nova

I bring decades of lived experience across family business, construction, engineering and global tech scale-ups. I offer structure without jargon, clarity without judgement, and support that understands both the business and the human behind it.

Watch Video Interview

I have lived the volatility of founder-led growth, feast-and-famine cycles, succession pressure and the emotional weight of ownership. I understand what is at stake when identity and enterprise are intertwined.‍ ‍

I grew up in a family business and like so many younger family members, I started from the bottom and worked my way up while navigating being a woman in a male-dominated work environment. I am third-generation Irish immigrant. We built a large construction UK business, where the life was tied in with family, work, emotions, and identity. My lived experience shaped my career, identity, and approach to HR, leadership, and business consultancy today.

FAQs

  • Typically founder-led SMEs with 20–250 employees who want to increase value, reduce dependency and prepare for future options — whether sale, succession or investment.

  • No. The best exit outcomes are created years in advance. This work strengthens the business regardless — and gives you optionality when timing matters.

  • Yes. I work closely with founders and leadership teams, often alongside trusted advisers, to address the people and structural issues that most impact value.

  • No. I complement internal HR by focusing on leadership, structure, capability and risk at a strategic level — particularly where value, succession and transition are concerned.

  • Yes. Succession — for founders and key roles — is central to value. We identify gaps, develop capability and reduce single-point dependency.

  • I work in a hybrid way, combining on-site sessions with remote support, depending on what will be most effective.

  • Very much so. I have deep experience in multi-generational family businesses and understand the commercial and relational dynamics involved.

  • We’ll agree whether there’s a fit. If there is, I’ll recommend a clear next step — often an assessment or diagnostic — so you can decide how to proceed with confidence.