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A/R Aging Report Guide1031 Exchange GuideLOC GuideSBA 7(a) GuideSBA 504 GuideSection 179 GuideSelling a Business
Setting an Asking PriceUsing a Business BrokerSelling a Business During DivorceSelling a Failing BusinessTransferring Intellectual PropertyPreparing an Online Business for SalePreparing for Sale, Two Years OutSelling a Business QuicklyWriting a Selling MemorandumSelling a Business Step by StepSelling a Business With DebtChanges Worth Making Before SellingProfessional-grade calculators and analyzers for the lower middle market. Every tool requires a free account. Valuation software is paid; everything else is included with the free account.
Estimates only — read the disclaimer before relying on any outputArea is the number of tools in a section. Click a tile for the question it answers and, where the tool computes something, a live preview. Click a section heading to open it on its own.
Collateral, cash conversion and the funding questions that come up long before a sale.
Card, line or term loan for the same need -- true cost of each across the life of the borrowing.
Amortization, balloon and DSCR on owner-occupied and investment property, with carry cost separated from purchase.
Deferred gain, boot and replacement property timing on a like-kind exchange.
What factoring or a merchant advance costs once the factor rate is converted to an annual rate.
What home equity can fund, the draw and repayment phases, and the risk of securing business debt against a residence.
Borrowing base built the way a lender builds it: aging applied before advance rates, then tested against the line you want.
Personal balance sheet in the form a lender reads it, feeding the guarantee analysis.
Program by program, with the fee structures and coverage tests each one actually applies.
SBA 7(a) vs 504 vs conventional side by side, including the balance a longer amortization leaves behind at year ten.
Prime plus spread, guaranty fee, balloon options and full amortization with DSCR output.
Two tranches amortized separately, fixed CDC debenture rate and four CDC fee line items.
Fixed assets on the 504 and working capital on the 7(a), built against one project with each program measured against its own maximum.
Faster approval against a lower guaranty and a smaller maximum, modeled against standard 7(a).
Which CAPLine program fits the working capital need, and what it supports.
Line sizing against the cash conversion cycle rather than against earnings.
Personal financial statement in the SBA's own format, ready to hand to a lender.
Approach by approach, with the weights stated so a conclusion can be checked by hand.
Pre-revenue and early-stage methods, where an earnings multiple has nothing to work with.
Build-up method for the rate the income approach depends on, component by component.
First-year expensing and its effect on after-tax cost. Free, even inside a paid section.
Practice models where collections, payer mix and provider productivity drive everything.
Production, doctor compensation and the multiple a veterinary practice actually trades at.
Collections, hygiene production, overhead ratio and associate coverage.
Case starts, contract receivables and the treatment-in-progress a buyer inherits but has already been paid for.
Payer mix, RVU production and the ancillary revenue a buyer will and will not pay for.
Exam revenue against optical dispensing, and what each is worth at exit.
Where the book of business is the asset and client retention is the risk.
Realization, recurring against project work, and what a book of accounting clients supports.
Fee schedule against AUM, recurring revenue quality and the client attrition a buyer will underwrite.
Practice area mix, work in progress and the collectibility of the receivable ledger.
Industries with a cost structure a generic model gets wrong.
Nine sections on one plant: capacity, working capital, equipment, normalization, valuation and SBA coverage.
Service against install mix, maintenance agreement revenue and the tech utilization that decides whether the trucks pay for themselves.
Prime cost, card volume and the lease terms that decide whether a restaurant is financeable.
Franchise fee, build-out and royalty load against the unit economics in the FDD.
What the structure costs in tax, and when a deduction actually lands.
LLC, S corporation and Schedule C compared on total tax at the owner's own numbers.
First-year expensing, the taxable income limit, and what the deduction is worth at your rate.
Deferred gain, boot and the 45 and 180 day clocks.
Loan against lease on after-tax cost, with the money factor converted to an implied APR.
Whether the proceeds carry the retirement, and whether retirement funds can capitalize a purchase.
The property side of an acquisition, including the SBA routes that finance it.
Carry cost, balloon and DSCR on the building rather than the business.
Owner-occupied property under 7(a), with the longer amortization the real estate portion allows.
The program built for owner-occupied property, with the CDC debenture fixed for the term.
The calculators are not the product -- the order is. Each stage hands its figures to the next, so the value argued in stage two is the value structured in stage three and kept in stage four.
Is the business ready to go to market, and what has to be true before it is.
Add-backs with written justification, and the normalized earnings every later stage runs on.
Where the money comes from and where it goes, balanced to the dollar before anything downstream runs.
How consideration splits between cash, paper and contingency, and what secures each piece.
What has to happen for contingent money to arrive, and the weighted value of it not happening.
The seller note as a tranche: equity injection credit, full standby, and coverage before and after it starts paying.
How much of the ledger survives diligence, bucket by bucket, and what a buyer will discount.
What actually reaches you after tax, fees, escrow and the paper you are carrying.
What a buyer will find, what it will cost, and what to fix before they look.
What has to be true on the day, and the conditions that move the date if they are not.
Outside the deal path, but asked for often enough to belong here.
What the proceeds become over time at a given contribution and return.
Residential amortization, taxes and insurance in one carry figure.
Important
Everything on this page is provided for general informational and educational purposes only. It is not legal, tax, accounting, investment, valuation, brokerage, appraisal, or financial advice, and no calculator, report, chart, or output on this site creates an adviser-client, attorney-client, accountant-client, fiduciary, brokerage, or agency relationship between you and ExitAdviser or anyone connected with it.
Every figure produced here is an estimate generated from the inputs you supply and from stated assumptions. It is not a quote, an offer, a commitment to lend, a pre-approval, a credit decision, an appraisal, or a valuation opinion. Program rules, interest rates, fee schedules, tax provisions, and regulatory requirements — including SBA Standard Operating Procedures and Policy Notices, Internal Revenue Code provisions, and Department of Labor guidance — change frequently and may have changed since a tool was last updated. A lender, appraiser, trustee, accountant, or regulator will reach its own conclusions, and those conclusions govern; ours do not.
These tools may contain errors, omissions, outdated rules, or defects in their formulas, assumptions, or underlying data, and may rely on information supplied by third parties that we do not independently verify. They are provided “as is” and “as available”, without warranty of any kind, express or implied, including any implied warranty of merchantability, fitness for a particular purpose, accuracy, completeness, title, or non-infringement.
To the fullest extent permitted by law, ExitAdviser and its parent, subsidiaries, affiliates, partners, licensors, data providers, agents, officers, directors, employees, and contractors accept no responsibility or liability for any loss or damage of any kind arising out of or relating to your use of, or reliance on, these tools or their output. This includes direct, indirect, incidental, consequential, special, exemplary, or punitive damages; lost profits, lost revenue, lost savings, lost business opportunity, transaction or financing costs, tax liabilities, penalties, or interest; and any damages arising from a decision to buy, sell, finance, value, restructure, or wind down a business — whether the claim is based in contract, tort, negligence, strict liability, statute, or otherwise, and whether or not we were advised of the possibility of such damages.
You are solely responsible for verifying every figure before acting on it, and for the decisions you make. Before entering into any transaction, obtain advice from a licensed attorney, CPA or tax adviser, accredited business appraiser, and lender who are qualified in your jurisdiction and familiar with your specific facts.
Some jurisdictions do not allow the exclusion of certain warranties or the limitation of liability for certain damages. Where that is the case, the exclusions and limitations above apply to the maximum extent permitted by law, and nothing here is intended to limit liability that cannot lawfully be limited.