Find Out What Your Trade Business is Really Worth.

I'm involved in everything — if I'm not there, things stop.

I have staff who handle tasks, but key decisions still come back to me.

I have a management layer that runs operations independently — I work on the business, not in it.

Almost all work is one-off or reactive — we win it job by job.

We have some repeat customers and service agreements, but nothing formally contracted.

The majority of our revenue comes from contracts, retainers, or highly predictable repeat customers.

Most things live in my head — there are no formal procedures.

Some processes are written down but aren't consistently followed.

We have SOPs for all key functions and staff follow them independently.

It's just me, or my staff need constant guidance to get things done.

I have some trusted senior staff, but no formal management structure.

I have a capable management team that handles hiring, performance, and operations.

I find out how profitable I am at tax time — cash flow is reactive.

I check the numbers occasionally but don't have a regular reporting rhythm.

I have monthly P&L, cash flow forecasts, and job-level profitability tracked in real time.

One or two clients make up more than 50% of our revenue.

I have a handful of good clients but still rely heavily on a few.

No single client represents more than 15–20% of total revenue.

Growth means I personally work more hours — I'm the bottleneck.

I could grow, but I'd need to hire and train significantly before stepping back.

Our systems, team, and model are ready to scale — we could take on more work today.

Most work comes through word of mouth from my personal network.

We have a decent reputation, but our brand and marketing are inconsistent.

We have a strong brand, consistent marketing, and are seen as the go-to provider in our area.