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BUSINESS VALUE ENGINEERING

We raise what the business is worth

before it goes to market.

Business Value Engineering reduces the risks buyers price, improves earnings, and documents both as the work happens. Cheryl Logan leads the practice.
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THE TWO LEVERS

Enterprise value equals multiple times EBITDA.

The multiple reflects how a buyer prices the risk of owning your business, and EBITDA reflects what the business earns. Each turn of multiple on $2 million of EBITDA is worth $2 million of enterprise value. We work both levers while the multiple can still change.

WHY PLANS STALL

The plan exists. The capacity to run it does not.

Most stalled improvement plans lack someone with the authority and the hours to drive them. A founder-led company outgrows the structure that built it. A sponsor covers more companies than any one person can be present in. The initiatives are named, and progress is reported by exception. We supply that missing capacity and finish the work.

FIFTEEN VALUE DRIVERS IN THREE PILLARS

One plan, measured from a baseline.

Our Value Management Operating System (VMOS) organizes the work. Every initiative starts with a baseline, carries a named owner, and ends with an outcome a third party can inspect.

PILLAR

DRIVERS

WHAT IT MOVES

Risk Reduction (six)

Revenue visibility and contract quality, customer and channel concentration, key-person transferability, financial and reporting quality, legal, compliance, and structural exposure, market and competitive exposure
The multiple

Growth Acceleration (five)

Market position and category definition, demand generation and pipeline engine, distribution and channel partnerships, product and service expansion, revenue quality and retention
EBITDA, with a secondary lift to the multiple

Profitability Expansion (four)

Pricing and revenue realization, delivery efficiency and cost-to-serve, unit economics and customer-level profitability, overhead and operating structure
EBITDA

THE BUSINESS VALUE BLUEPRINT

A short engagement that sets the plan.

Engagements that start without a plan open with a Business Value Blueprint. It sets priorities, sequences the roadmap, and identifies the automation builds that would shorten a workstream. It covers a single company, so an owner, a board, or an investment committee can approve it quickly.

01

Diagnose

Find where the friction sits from the operating detail.

02

Sequence

Rank and order priorities, and cut initiatives that cannot be resourced.

03

Staff

Put named owners and delivery capacity behind each workstream.

04

Finish

Leave an operating rhythm that holds, and documented results at close.

TWO SERVICE LINES

Two ways to put the drivers to work

SERVICE LINE 1

Fractional Executive Services

Senior executives inside the business, with the Chief of Staff at the core.

See Fractional Executive Services →

SERVICE LINE 2

Portfolio and Transformation Management

Runs a plan that already exists, for a company or a portfolio.

See Portfolio and Transformation Management →

RESULTS A BUYER CAN UNDERWRITE

Selected record.

Strategic initiatives

40%

Reduction in the initiative portfolio at a private equity backed services company

Program portfolio

$500M+

Run at Fannie Mae

Employees trained

900

To work inside the lean management system deployed there

THE BUSINESS VALUE BLUEPRINT

Built for a later sale, and for who it serves.

When a client is ready to sell, the baseline and the documented results go to the deal team. The partners take that file to market, so a buyer meets one coherent story from first engagement through close.

Owners preparing for a transition

Private equity teams

Family offices holding operating companies

CEOs who want operating gains in enterprise value

Mid-market companies where a rollout stalled

OUR PARTNERS

The people who build the value and sit across the table from your buyers.

FOUNDER AND MANAGING PARTNER

Russell Logan

Leads the Sell-Side M&A Advisory practice and the value framework behind both practices. Background in telecommunications and cloud services, including corporate development and operating roles at fiber and CLEC businesses.

PARTNER

Mark Sadler

[BIO, TWO SENTENCES ON MARK’S FOCUS AND BACKGROUND]

LEADS BUSINESS VALUE ENGINEERING

Cheryl Logan

Works with owners and investors at the point where strategy has to become operating proof. Leads embedded executive engagements and complex transformation programs.

CHOOSE THE RIGHT MANDATE

Two ways to engage.

✓

Fractional Chief of Staff

Embedded senior support to turn value priorities into an operating rhythm and keep the leadership team aligned.

✓

Portfolio and Transformation Leader

A focused mandate to lead complex, cross-functional value creation across an investment or portfolio company.

THE BUYER’S LENS

Results a buyer can underwrite.

Every workstream begins with a baseline. Every improvement carries a named owner, a time period, and a business outcome a third party can inspect.

Baseline

Before work begins

Named owner

For every initiative

Documented

Inspectable by a third party

EXPERIENCE AT THE TABLE

Cheryl J. Hagen, Partner

Cheryl works with owners and investors at the point where strategy must become operating proof. Her work combines executive judgment, rigorous prioritization, and practical follow-through.
Enterprise value strategy · Transaction readiness · Executive leadership

A DELIBERATE FIT

Who this is for

Owners preparing for a transition

—not necessarily tomorrow, but intentionally.

Private equity teams seeking disciplined value creation across a portfolio company.

Built for measurable progress and an eventual buyer’s scrutiny.

CEOs who want operating improvements to translate into enterprise value.

Built for measurable progress and an eventual buyer’s scrutiny.