From my desk

The Enterprise Value Engine

A few months ago, I sat in a boardroom with two founders. Both had built impressive businesses.

One was doing $95 million in annual revenue with a 4% margin.

The other was doing $12 million in revenue with a 38% margin, recurring contracts, and customer churn under 5%.

Guess who the acquirers chased?

Not the “bigger” company.

The $12 million business got multiple offers at a premium multiple because it was a machine:

✓ Predictable cash flow

✓ Sticky customers

✓ Clean books

✓ Strong leadership bench

✓ NO key-person risk

The other founder – the one who wore “$100M” like a badge – couldn’t get buyers to return calls.

Luckily, I didn’t miss the obvious lesson here.

Yet so many entrepreneurs do.

Why you fall for this KPI trap

Founders get Texas-Syndrome - where bigger means better.

And revenue is an easy scoreboard for bigness and better-ness.

• If we’ve got money coming in? Then this place must be a well-oiled machine.
• If we’ve got more money coming in than our competitor? Then we’re winning.
• If money doesn’t stop coming in? Then we’re a shoe-in for a big acquisition.

The only problem is, those assumptions aren’t always true.

As the $95M founder learned, high revenue ≠ high value.

Revenue is loud. Enterprise value is quiet.

One impresses people. The other changes your life.

The truth is, revenue is a vanity stat that covers a multitude of business sins.

So what KPI should you be checking that will tell you the full story?

Well, we can get clues from our $12M founder:

Profit. Cash flow. Clean financials. Good leaders…

But which should be your North Star? These are all solid indicators of business health but isolated, they mean nothing.

The real goal worth chasing is the 1 thing that makes these KPIs greater than the sum of their parts...

The value that transfers

Enterprise value.

It’s not just a math equation that tells you what your business is worth.

It’s a promise that your business will work without you.

It’s not just value. It’s value that transfers.

Enterprise value is the KPI that solves every other problem in your business.

How do you calculate it?

I run every business I’ve worked with through this system:

The Enterprise Value Engine

Measure against these 5 drivers:

1. Predictable Cash Flow

Recurring revenue, long-term contracts, or repeat purchase behavior. Investors love predictability more than spikes.

2. Profitability & Margin Quality

Not just gross margin – net margin that can survive a downturn. High-margin services or products get valued more aggressively.

3. Customer Stickiness

Measured in retention rate, net dollar retention, and switching costs. Sticky customers find it hard, or emotionally painful, to leave.

4. Operational Independence

The business runs without you. Documented processes, strong leadership bench, and decentralized decision-making.

5. Market Position & Brand Equity

Own a niche. Be the first name in the category. A market leader gets a “scarcity” premium at exit.

(PS: I want to dive deep into each of these. Where should I start?)

How you know it’s working

There are a lot of ways to track enterprise value, but I’ve found these to be the most practical signals of a high value business:

• You can forecast next quarter’s revenue within 5% accuracy
• More than 70% of your revenue comes from existing customers.
• Net profit margins are improving without new debt.
• Your leadership team can run a week without you and the business doesn’t slow down.
• You get inbound inquiries from potential acquirers – without pitching.

Remember:

Revenue is the headline.

Enterprise value is the deeper story.

Play to win the story.