01
What is it worth?
Establish a practical starting point for enterprise value based on earnings, operating characteristics and risk.
CrossPoint Business Investment
Know What You've Built.
Know What Could Be Next.
You don't have to sell your business to create liquidity, fund growth or bring additional capabilities around the table. CrossPoint looks for established companies where the right minority investment and the right people can help create the next stage of value.
What We Look For
<50%
Minority ownership is our preference. The goal is to invest alongside good operators — not replace them.
Company
Established + Operating
Leadership
Operator Remains Involved
Catalyst
Growth • Liquidity • Acquisition
What We Bring
More Than Capital
For Business Owners
Your business is more than a P&L.
For many owners, the company represents years of work, income, relationships, reputation and a significant portion of personal net worth.
That makes understanding the business's value — and the risks that can reduce that value — important long before a sale is contemplated.
We think the better question is not simply “What could I sell it for?” It is “What could this business become?”
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What reduces its value?
Owner dependency, customer concentration, limited management depth and unpredictable revenue can all matter.
03
Where could capital help?
Expansion, acquisitions, real estate, equipment, technology, people or partial owner liquidity may create the catalyst.
04
What do you want next?
Grow it. De-risk it. Take some chips off the table. Prepare for succession. Or simply create more options.
Business Owner Framework
Build value before you need an exit.
The strongest businesses create options for their owners. We think about those options through four connected stages.
01 / UNDERSTAND
Know the business.
Financial performance, normalized earnings, ownership, customer mix, operations, management and current enterprise value.
02 / STRENGTHEN
Reduce the weak points.
Decrease owner dependency, strengthen management, protect important relationships and build repeatable systems.
03 / GROW
Create another gear.
New markets, acquisitions, additional locations, capacity, technology, people and strategic capital.
04 / CREATE OPTIONS
Control what comes next.
Continue owning, recapitalize, bring in minority capital, create partial liquidity, transition ownership or eventually exit.
Interactive Business Value Assessment
Start with a number.
Then understand what drives it.
Use the calculator below for an initial indication of business value and CrossPoint opportunity fit. It is designed as a conversation starter — not a formal valuation, appraisal or investment offer.
Tell us about the business.
Use approximate figures if you are just exploring. Information entered here is calculated in your browser.
Indicative Enterprise Value
Enter Your Numbers
Illustrative range based primarily on normalized earnings, then adjusted for selected operating characteristics.
Estimated Equity Value
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25% Pro-Rata Reference
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Indicative Multiple
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Earnings Margin
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CrossPoint Opportunity Fit
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/ 100
Complete the assessment.
We look beyond valuation to the quality of the company,
operator and growth opportunity.
- Recurring revenue can strengthen predictability.
- Management depth can reduce owner dependency.
- Customer diversification can reduce concentration risk.
- A defined growth catalyst can make capital more productive.
This calculator provides a simplified illustrative estimate only. Actual business value may vary materially based on financial quality, industry conditions, comparable transactions, working capital, assets, liabilities, contracts, customer concentration, management, marketability, ownership rights, diligence and other factors. A minority ownership interest may also trade at a discount or premium to a simple pro-rata calculation. Nothing presented constitutes an appraisal, valuation opinion, securities offering, investment advice or commitment by CrossPoint or any affiliated person.
What Creates Enterprise Value
The multiple is earned.
Two companies with the same revenue and earnings can have very different values. Buyers and investors care about how durable those earnings are — and how much risk they inherit.
Recurring Revenue
Repeat customers, contracts and predictable recurring income can make future cash flow easier to underwrite.
Growth
A credible history of profitable growth — with room remaining in the market — can materially strengthen the story.
Customer Diversity
Heavy dependence on one or two customers can create meaningful risk even when historical performance is strong.
Management Depth
A company that can operate without every decision flowing through the owner is generally more transferable.
Systems + Data
Documented processes, useful reporting, clean financials and scalable technology can make growth easier to execute.
Strategic Position
Reputation, relationships, geography, real estate, proprietary capabilities and barriers to entry can matter.
Why Minority Capital?
Sometimes the next move is bigger than the balance sheet.
The owner may not want to sell the company. The business may simply need additional capital, experience or relationships to pursue an opportunity.
That's where the right minority partner can be different from simply taking on more debt or selling control.
Tell Us What You're Considering →
Expansion
Add locations, production capacity, equipment or people.
Acquisition
Acquire a competitor, capability, customer base or geography.
Real Estate
Purchase, develop, relocate, consolidate or monetize facilities.
Owner Liquidity
Diversify a portion of personal wealth without necessarily
exiting the business.
Technology
Strengthen systems, cybersecurity, automation and reporting.
Management
Build the leadership bench needed to reduce owner dependency.
CrossPoint Investment Thesis
Good business.
Good people. More possibility.
We don't force every opportunity into a rigid box. But several characteristics consistently get our attention.
01 / PROVEN
A real operating company.
Existing customers, revenue, operating history and evidence that the business already creates real value.
02 / PEOPLE
Operators we want beside us.
Capable ownership and leadership matters. We generally prefer the existing operator to remain involved.
03 / PROFITABILITY
Something worth building on.
We prefer profitable businesses or situations with a clear, understandable path to sustainable profitability.
04 / MINORITY
Alongside you.
Our preference is generally to own less than 50% rather than automatically seeking control.
05 / CATALYST
A reason for us to show up.
Expansion, acquisition, owner liquidity, capacity, real estate, technology or another clear opportunity.
06 / ADVANTAGE
More than money.
The most interesting investments are ones where our collective resources can materially improve the outcome.
Opportunity Engine
No beauty contest.
Start with the business.
You don't need a polished investment deck to get our attention. Give us enough information to understand the company, the people and what you are trying to accomplish.
1
Submit
Tell us what the company does and why you're considering an outside partner.
2
Understand
We organize the important operating, financial, ownership and opportunity information.
3
Assess
We review value, risk, operator quality, growth catalyst and strategic fit.
4
Talk
Interesting opportunities move into a confidential owner-to-owner conversation.
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Dig In
If there is a fit, we move into financial, operational, legal and transaction diligence.
Around the Table
The people can be the advantage.
Capital is only one resource. The bigger opportunity is assembling people who can recognize issues, open relationships and help an owner execute.
Real estate. Finance. Operations. Technology. Legal. Risk. M&A. Banking. Human capital. The table should become more useful as the company grows.
PR
Real Estate • Development • Site Strategy
Patrick Reynolds, CCIM
CrossPoint Commercial Real Estate Services
Real estate strategy, site selection, development, incentives, transactions and the connection between operating strategy and physical location.
View Profile →SE
CPA • Financial Advisory • Wealth
Stephen Ehrhardt
FHT Advisors
Accounting, financial strategy, capital allocation, ownership considerations and planning surrounding major business decisions.
LinkedIn →BW
Operator • Leadership • Technology
Bryan Wolf
President • MTCI
Real-world operating perspective: growing an organization, developing people, deploying technology and managing the realities of a company every day.
JW
Legal Perspective • Technology • Risk
Jonathan Wolf
Vice President • MTCI
Legal perspective combined with technology, cybersecurity, infrastructure and strategic risk.
Still Building the Table
One exceptional person per discipline.
This isn't intended to become another giant networking organization. The objective is a small group of people whose expertise is genuinely useful when a business owner has a consequential decision to make.
Priority Seat
Business Broker + M&A
Succession, acquisitions, recapitalization, partial liquidity and eventual exits.
Priority Seat
Commercial Insurance + Risk
Operating risk, property, cyber, key-person, acquisitions and growth-related exposure.
Advisory Seat
Commercial Banking
Working capital, acquisition financing, real estate, equipment and growth lending.
Advisory Seat
Private Capital
Enterprise value, capitalization, transaction structure and investment analysis.
Future Seat
Human Capital
Recruiting, retention, compensation, benefits and management development.
Future Seat
Revenue Growth
Positioning, business development, sales systems and scalable customer acquisition.
Frequently Asked Questions
You don't have to be ready to sell.
In fact, many of the most interesting conversations happen well before an owner has decided exactly what comes next.
Does CrossPoint want to buy my entire company?
Not necessarily. Our stated preference is generally minority ownership alongside existing owners and operators. Every opportunity is different, but control is not the starting objective.
Do I need to be actively selling my business?
No. Growth capital, acquisitions, expansion, partial owner liquidity, real estate and strategic resources can all be reasons to begin a conversation without pursuing a complete sale.
Is the calculator a formal business valuation?
No. It is an educational screening tool designed to create an indicative range and identify factors that may strengthen or weaken enterprise value. A formal appraisal or valuation requires substantially more financial and operational analysis.
Why does owner dependency matter?
A company that relies heavily on the owner for sales, customer relationships, operations or important decisions can be harder to transfer or scale. Building management depth and repeatable systems can help reduce that risk.
What information do you need for a first conversation?
Usually the company name, website, industry, location, operating history, approximate revenue and profitability, current ownership, who runs the business and what you are hoping to accomplish. A full investment memorandum is not required.
Opportunity Intake
Show us what you've built.
You don't need a beautifully designed pitch deck. We would rather understand the business, the people running it, why it works and what you think could happen next.
If you're considering minority capital, expansion, an acquisition, partial owner liquidity, real estate or simply want to understand your options — start the conversation.
Start with the interesting part.
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Company + Website
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Industry + Headquarters
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Years in Business
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Approximate Annual Revenue
05
Approximate EBITDA / Profitability
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Who Runs the Business Today?
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Why Are You Considering a Partner?
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Approximate Capital Need
09
Potential Minority Ownership
10
What Would You Want Besides Money?
Start the Conversation →
CrossPoint Business Investment Platform. Information on this page is provided solely for general informational and exploratory purposes. It does not constitute an offer, solicitation, securities offering, appraisal, valuation opinion, financial advice or commitment to purchase, sell or invest in any company or security. Any potential transaction is subject to independent evaluation, due diligence, valuation, negotiation, documentation, legal review and applicable regulatory requirements.