Free Sellability Score | See What a Buyer Would Find

The Part Most Owners Find Out Too Late

The number you agree on isn’t the number that matters.

The number that matters is the one that survives due diligence.

Once a serious buyer gets involved, they start looking beneath the headline financials. They want to know whether the earnings are real, whether the company can run without you, whether your customer relationships transfer, and whether the operation will hold together after you leave.

Every uncertainty they uncover gives them another reason to lower the price, change the terms, extend your transition period — or walk away.

Owner Dependency

Everything runs through you.

A buyer sees a business whose value may leave when the owner does.

Financial Uncertainty

The numbers need explaining.

Every number a buyer can’t verify becomes a question — and questions become leverage.

Operational Risk

The business lives in people’s heads.

If the operation isn’t documented and transferable, a buyer has to price in what could break after closing.

Show Me What a Buyer Would See →

What You Actually Get

This isn’t a quiz. I actually look at your business.

I review the information you send me, your website, your public reviews, and the signals a buyer can already see from the outside. Then I record a private video specifically for you.

What I’d question

The things I’d expect a serious buyer to investigate further.

What I’d worry about

The risks that could affect value, transferability, or due diligence.

What I’d fix first

The issues I’d start addressing while you still have time and options.

Request My Free Review →

I’ve Been on the Other Side of the Table

I once looked under the hood of a $1.1M business — and walked away.

The business looked attractive on the surface. Due diligence changed the picture. The financials didn’t tell the whole story, critical operations depended on key people, and risks appeared that weren’t reflected in the asking price.

I walked away from the acquisition.

That experience matters here because I’m not looking at your business like a coach or a marketer. I’m looking at it through the lens of someone asking: “If I were writing the check, what would make me nervous?” That’s the lens I bring to your Sellability Score.

Read the acquisition case study →

Why Now

The best time to find a sellability problem is while you still have time to fix it.

Owner dependency, messy financials, undocumented processes, weak management systems, and risky agreements usually aren’t fixed the month before you list.

They take time.

If you’re thinking about selling in the next 1–3 years, finding the problems now gives you something a seller in due diligence doesn’t have: options.

Find Out Where I’d Start →

Is This You?

The Score is built for a specific kind of business owner.

$1M–$5M annual revenue

You’ve built something with meaningful value worth protecting.

5–30 employees

There is an actual operation, team, and infrastructure to transfer.

Founder-led

You’re still an important part of how decisions, relationships, or operations work.

Selling in roughly 1–3 years

You’re not listing tomorrow — you still have time to improve what a buyer will eventually see.

If that describes you, request your Score below.

Under $1M or Much Earlier in the Journey?

Start with the Head Start Guide instead.

It’ll show you the foundational moves that make a business easier to sell later — without asking you to complete the full Sellability Score intake. Add your name and email and it’s an instant, free download.

Why It’s Limited

I only do five Sellability Scores each week.

Every Score requires me to research the business and personally record the review. I cap them at five each week so each one gets real attention.

If the week is full, you’ll keep your place in line and I’ll send yours as soon as a slot opens.

Request Your Score →

The Sellability Score

Step 1 of 2

First, make sure the Score is right for you.

A few quick details so I know I can give you a useful review.

Completely confidential. Everything you share goes only to me — never sold, shared, or shown to anyone.

Your name *

Email *

Business name *

City *

State *

Website *

Approximate annual revenue *

Number of employees *

When are you considering selling? *

Step 2 of 2

Now give me enough context to make the review useful.

This is the information I use when I look at your business. Honest answers are more useful than polished ones. Everything you share is confidential.

Business

1. What does your business do, and how long have you owned it? *

2. Is the business profitable — and do your tax returns generally reflect that profitability? *

Owner Dependency

3. If you disappeared for 30 days with no phone or email, what would break first? *

4. Do your most important customers primarily have a relationship with you, or with the company/team? *

5. Besides you, is there one employee the business would struggle to operate without? *

Operations

6. Are your critical processes documented, or does most of the operating knowledge live in people’s heads? *

7. Do you have written agreements with your most important customers and vendors, or are significant relationships still informal? *

Financial Readiness

8. Are your personal and business finances fully separated? *

9. Could you hand a serious buyer three years of clean financial statements today? *

Timing

10. What’s driving your interest in selling, and what timeline are you considering? *

11. Have you already spoken with a broker, M&A advisor, CPA, attorney, or potential buyer about selling? If so, where are you in the process? *

The Most Important Questions

12. What’s the one thing you’re most worried a buyer would find? *

13. What are you personally still doing every week that no one else in the company could reliably take over tomorrow? *

Mobile phone — optional Only if there’s something I need to clarify before recording your review.

Private · Reviewed personally by Rachel · No sales call required

Who’s Reviewing Your Business

Rachel Lugo

The operator you hire before the broker.

I’ve spent 30+ years inside founder-led businesses working across operations, finance, teams, and systems. I’ve scaled a company from startup to roughly $5M in annual revenue, spent a decade in bookkeeping, and personally walked away from a $1.1M acquisition after due diligence changed the economics of the deal. The Sellability Score is the buyer’s-eye perspective I wish more owners had before the real buyer shows up.

More About Rachel →

See what a buyer would find — before they do.