A buyer will rebuild your ARR, retention and pipeline from contracts, invoices and the CRM. Whatever doesn't tie becomes a price chip, an earn-out or a reason to walk.
The things buyers pay a premium for (a retention curve, a forecast record, a contract book on current terms) take renewal cycles to show in the data. Six months out, they're already set.
Veridian Revenue Partners puts the revenue operating rhythm buyers pay for in place, alongside your sales leader, and stays until the data proves it works.
Our GTM advisory work on exit readiness builds the commercial evidence a buyer will test, alongside the team responsible for it.
Commercial and financial diligence teams treat your ARR as a starting hypothesis. Every claim in the equity story gets one of five tests.
Reality. Is the ARR real, contracted and recurring? They rebuild it from invoices, customer by customer.
Durability. Will it renew? They split NRR into price and volume and read it by cohort and by acquisition.
Repeatability. Can new ARR be bought predictably? They look at how quota attainment is spread across the team, not the average.
Predictability. Does management know next quarter? They put eight quarters of forecast next to eight quarters of actuals.
Upside. What's left in the contracts? Uplifts not applied, usage not billed. If you don't claim it, the buyer does, in their model, at their price.
Most exit-readiness work happens in the last six months and is done to the numbers. A vendor diligence report describes the business. It doesn't change it.
We work the other way round. We put the weekly forecast call, the deal desk, the renewal and uplift review and the monthly ARR close in place with your sales leader. We run the first cycles together. Then they run them with us in the room. Then without us. Every ritual has an owner, a written agenda and a dated record, because a buyer can't interview your culture. They can read two years of forecast calls.
None of this is theory. Paul Price ran this rhythm as a sales leader inside a PE-backed UK business software group with 20 operating companies and c.£1.6bn of ARR, holding a £240m group plan to one weekly cadence. It's written down so it survives anyone leaving, including us.
One ARR number, rebuilt from billing, closed every month end and reconciled to contract and cash.
Every material renewal owned 180 days out, health scored from usage, NRR reported with and without price.
A capacity model that ties to the plan, attainment shown as a distribution rather than an average, and revenue per head moving onto the trajectory a buyer expects for a business your size.
Stage criteria based on what the buyer has done, not what the seller has. A weekly forecast call with written rules. A deal desk for every material deal.
Every contract abstracted. Uplifts applied where the contract allows them, usage matched to entitlement, customers moved onto current terms at renewal. Your account managers have the conversations. We show them how.
18 to 24 months out. Four to six weeks, fixed fee. We run the buyer's diligence on your business before any buyer does: a readiness score across the five areas, a red flag register with owners, and every finding valued in pounds and dated against your exit. The written assessment is yours whether or not you carry on.
Through to 12 months out. We put the missing rituals in place with your sales leader, fix what the assessment found in the order that shows in the data soonest, then hand each one over.
12 to 6 months out. Quarterly re-scoring, a mock diligence at nine months by someone who wasn't involved in the install, and a KPI data book built from systems you already run.
The last six months. Management presentation preparation, data room questions on revenue, retention, pipeline and contracts, and a forecast call that holds through the live quarter.
McKinsey's 2025 study of more than 100 B2B software companies found the top valuation quartile running 113% net revenue retention against 98% for the bottom quartile, and trading at a median of 24 times revenue against 5.
The contract book is usually the fastest place to move it. Simon-Kucher's 2025 Global Pricing Study found that only half the companies with indexation clauses apply them consistently.
An illustration. On a business valued at four times ARR, £1m of recurring revenue recovered from uplifts your contracts already allow is worth around £4m of enterprise value. Collected as a one-off back-bill, it's worth £1m, once. We show you both numbers.
Vendor diligence describes the business to a buyer. This changes the business before the report is written, so there's less for it to qualify. We work alongside your VDD and quality of earnings providers, not instead of them.
Your people. We build the evidence, the uplift matrix and the scripts, and coach the team. Nothing goes to a customer on our letterhead.
They can. That's why gross retention is a guardrail on every commercial lever we touch. A buyer will look for a churn spike after any price programme. We'd rather they didn't find one.
Yes, but never on both sides of the same deal. If we've prepared a business for sale, we won't diligence it for a buyer.
A fixed fee for the assessment, a monthly retainer for the install, and a fixed fee for the final six months. On the contract book, part of the fee can be tied to recovered recurring revenue, paid only if retention holds.
Paul Price, from the first call to the last data room question. We take on a small number of install programmes at a time.
Board packs, the forecasts you submitted and what actually closed. Thirty minutes, no deck. We'll tell you the first three questions a buyer's team would ask, and whether you could answer them today.
A buyer prices what they can verify. Give them two years of it.
