The value-driver assessment is where almost every ValueCreation.ca engagement begins. In a few weeks it gives you a scored, written picture of the eight things that most influence what an owner-led Canadian company is worth, and a ranked list of what to fix first. Each score comes with the evidence behind it, so you can disagree with it in specifics rather than in general.
It is deliberately not a valuation. We never give a valuation opinion or suggest a price. What the assessment does is show you the levers, so that the conversation with a valuator, lender or buyer later on is about a better company.
What we score, and how
Each of the eight drivers is scored from 1 to 5 against written criteria, giving a total out of 40. The criteria stay the same every time we re-score, which is what makes progress measurable.
| Driver | Typical evidence we look at |
|---|---|
| Earnings quality | Three years of financial statements, monthly management accounts, add-backs and how they are documented |
| Margins | Gross margin by service line, job or product; overhead as a share of revenue; pricing history |
| Recurring revenue | Agreements, renewals, contract terms and the share of revenue that repeats |
| Concentration | Revenue from the top customer and top ten, key suppliers, dependence on one lead channel |
| Owner dependence | Who approves pricing, hiring and spending; who holds key relationships and licences |
| Management depth | The second layer: roles, authority, how results are reported and owned |
| Cash conversion | Receivable days, deposits, inventory, work-in-progress and how cash moves through a typical month |
| Growth runway | Pipeline, market room, capacity and whether a written plan for growth exists |
A score of 3 means the driver is neither helping nor hurting much. A 1 or 2 means a careful buyer or lender would probably notice it and price for it. A 4 or 5 is a strength worth protecting and documenting.
Who it is for
The assessment suits owners of established companies, usually with several years of trading history, a team beyond the owner, and a wish to make the business worth more over the next two to five years. It works equally well for owners who intend to keep the company, pass it to family, take on a partner or eventually sell.
It is less useful for a very new business without financial history, or for an owner who needs a transaction adviser next month. In the second case, our pre-sale readiness service and the group's exit work are the better fit.
What is included
- A short document request and a secure way to share files
- Interviews with you and two to four key people, online by video call or in person
- Analysis of financials, customer data, agreements and the organization chart
- The scored scorecard, with evidence and a confidence note for each score
- A ranked list of value gaps, with a rough sense of effort and time for each
- A working session to walk through the findings and agree next steps
What you receive at the end
A written report of roughly 15 to 25 pages, a one-page scorecard you can revisit every quarter, and a recommended first 100 days. If you go on to a value-creation plan, the report becomes its baseline.
Timeline
- Week 1: kickoff and document request.
- Weeks 2–3: interviews and analysis.
- Weeks 3–5: scoring, cross-checking with you and drafting.
- Week 5 or 6: findings session and final report.
The main thing that stretches the timeline is slow access to financial data. If your books are behind, that itself becomes a finding.
How results are measured
The assessment's own output is the baseline score. Its value shows up later: in whether the next 12 months of work target the right drivers, and in how the score moves at each quarterly re-score. A plan that does not move the total score is a plan that needs changing.
Mistakes to avoid
- Treating the score as a grade. It is a map. A low score on a driver you can fix in a year is better news than a middling score on one you cannot.
- Sending tidied-up numbers. We need the books as they are. Cleaning them is part of the work, not a precondition.
- Interviewing only the owner. The gap between what the owner thinks happens and what managers describe is often the most useful finding.
- Doing nothing with it. A report on a shelf has no value. Agree the first 100 days before the findings session ends.
Price and how to start
The assessment is normally scoped as a fixed project within the group's published project range on our pricing page, plus GST/HST based on your province (GST and QST in Quebec). The first 30-minute consultation is free. Call or text (604) 632-4959 or email Ali@Sedighi.ca, or try the self-assessment in our value drivers guide first.
Frequently asked questions
How long does the assessment take?
Usually three to six weeks from the first document request to the written report, depending mostly on how quickly your financial statements and customer data can be pulled together.
Is the assessment a valuation?
No. It scores the drivers behind value and does not give a value or a price. If you need a formal opinion of value, a Chartered Business Valuator can provide one, and our scorecard gives them useful context.
Who in my company needs to be involved?
You, whoever keeps the books, and usually two or three people who run operations or key customers. We interview them separately, because their answers about who decides what are often revealing.
What if the scores are bad?
Then you have found out while there is still time to change them. Low scores are the reason the work exists, and most of them can be moved with a few years of steady effort.