About This Portfolio

4-physician pediatric practice in suburban Atlanta with 2,800 active patients. Owner Dr. Sarah Chen has been planning her exit for 3 years, engaged a CPA 18 months ago specifically for sale preparation, and built a strong office manager layer that runs all operations independently. The practice scores near the top of every domain — 94% patient retention, no concentration risk, reviewed financials, and a nearly complete data room. The primary remaining gap is formalizing the verbal succession arrangement — one signed document away from institutional-ready with a clear path to the 5.0–6.5× multiple band.

Boutique RIA managing $187M AUM across 140 household clients in Buckhead, Atlanta. Founder James Halcyon has groomed a junior partner who independently manages 60% of client relationships — but the succession arrangement is verbal with no equity stake or signed transition agreement. The business scores exceptionally on customer quality (96% AUM retention) and financial readiness (audited financials, minimal add-backs), but the informal succession structure is the single flag any sophisticated acquirer will surface. One legal agreement separates this business from a premium exit.

12-year commercial cleaning company serving 47 recurring contract clients across metro Atlanta. GM Sandra Reyes has run all day-to-day operations independently for 4 years — the owner attends monthly reviews and nothing more. The business scores well across every domain except one: their anchor client represents 22% of revenue, a single flag any buyer will raise immediately in diligence. Landing one additional mid-size contract to bring that below 15% and deploying MFA across systems are the two moves that unlock the next multiple band.

Mid-size managed IT services provider with 340 SMB clients across the Southeast. Strong recurring revenue base and the highest EBITDA in the portfolio, but an owner-dependent sales motion and inconsistent documentation practices suppress the score. The business has real value — the gap is in how that value is packaged and transferred. A 6-month remediation plan targeting owner risk and CRM maturity could meaningfully shift the multiple and bring this into near-ready territory.

Health-tech software company serving regional hospital networks with a SaaS billing optimization platform. Strong product-market fit with SOC 2 certification and 71% recurring revenue, but early-stage management depth and incomplete data room preparation create meaningful diligence risk. Financial readiness is the primary gap — books require normalization before a QofE would hold up under buyer scrutiny, and the CTO holds critical institutional knowledge with no documented backup.

18-year HVAC installation and service company with strong brand recognition in North Atlanta suburbs. Owner Mike Torres holds most client relationships and virtually all institutional knowledge — the business cannot operate without him for more than a few days. The revenue quality scores are the highest in its tier (customer concentration is well-diversified across 47 recurring clients), which signals a solid underlying business. Succession planning, SOP documentation, and cybersecurity hardening are the primary levers to unlock meaningful value here.

Boutique HR consulting firm serving mid-market companies across Georgia with strong client relationships built over 11 years. The firm has excellent revenue quality and clean financials — a CPA prepares books and the 31% EBITDA margin is among the highest in the portfolio. However, delivery is entirely owner-dependent with no formal contracts, no CRM, and no documented processes. This is a relationship business that requires significant systematization before any buyer could underwrite the transition risk at a meaningful multiple.

8-attorney litigation firm with a strong referral network and consistent revenue across Georgia courts. The legal vertical scores reflect professional services norms — low automation is industry-standard, not a gap, which is why the Automation Maturity Index is treated separately in the report. The primary risks are partner concentration (two founding partners generate 70% of billable hours) and the complete absence of a formal succession plan — both common and both fixable with the right structure before a listing.

Commercial landscaping company with 85 recurring maintenance contracts across corporate parks and HOAs in the Atlanta metro area. Revenue quality is solid — the client base is well-diversified and contracts are largely stable — but the documentation posture, cybersecurity, and owner dependency scores tell the real story. The business cannot run without the founder present, and there is no management layer to absorb the transition. A buyer would be acquiring the relationships directly from the seller.

Small MSP serving 120 SMB clients with break-fix and basic managed services contracts. Underdeveloped compared to Peachtree — no formal contracts on most accounts, minimal CRM adoption, and a cybersecurity posture that would not survive buyer diligence. The business has real underlying value in its client relationships and recurring revenue base, but significant remediation is required before any serious buyer conversation. A 12-month program targeting documentation, contracts, and systems could meaningfully change the story.

Commercial security systems integrator serving retail and hospitality clients across the Southeast. Owner-dependent sales and service delivery with no documented processes or institutional knowledge capture. The primary structural issue is revenue quality — the business is almost entirely project-based with no meaningful recurring contract base, which is the first thing a buyer models when underwriting the risk of a post-close transition. Moving even 30% of revenue to recurring contracts would materially shift the exit profile.

General technology services firm at the earliest stage of exit preparation — included in this portfolio specifically to show what the assessment looks like before any remediation work has begun. All institutional knowledge lives in the founder's head, there are no formal customer contracts, the CRM is underutilized, and the books require significant cleanup before a QofE would hold. Despite the score, the EBITDA is strong ($864K) — this is a business with real value that simply hasn't been packaged for sale. A 12–18 month runway is realistic before this company is listable at a meaningful multiple.