Organizational Development & Business Coaching Firm, 16-Year Florida Operation

$3.6M

Revenue

$704K

SDE

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Full Editorial Writeup

This is a 16-year-old organizational development and business-scaling firm operating out of Orange County, Florida, blending consulting, education, proprietary software and business intelligence. Its clients are owner-led, growth-stage and small to mid-market companies seeking help scaling operations, leadership and systems. The revenue mix appears to span advisory services, training and education, and some form of software or intelligence tooling built up over the years.

On the numbers, the business generates roughly $3.55M in gross revenue against $703,727 in reported cash flow, a healthy 20 percent owner-earnings margin that suggests a lean, high-value services model rather than a headcount-heavy consultancy. Sixteen years of operating history is meaningful in a category where most coaching and consulting shops are founder-personality vehicles that never outlive the founder.

The central question for any buyer is how much of that $3.55M is truly institutionalized versus tied to the founder's brand, relationships and personal delivery. The listing leans on the word 'platform' but organizational development and business coaching is fundamentally a discretionary, project-based B2B service. That framing matters a lot for durability, transferability and the multiple a disciplined buyer should pay.

Why we like it

Earnings quality is attractive on the surface: $703,727 of cash flow on $3.55M of revenue is a 20 percent margin, which points to a lean cost base and pricing power. For a services business with 16 years of history, that margin profile beats most sub-scale consultancies that bleed profit to salaries. The absolute cash flow is large enough to service acquisition debt and still leave an owner draw.
Longevity is a real signal here. Sixteen years in a category littered with one-and-done coaching startups implies repeat client relationships, referral flywheels and some accumulated intellectual property. A firm does not survive that long on a single hero product, so there is likely a diversified book of clients and offerings.
The blend of software and education alongside advisory is interesting because it hints at productized IP: courses, frameworks, or tools that can be sold repeatedly at higher margin than pure billable hours. If genuine, that layer is the difference between a services firm and something more scalable. It is the most defensible asset in the business if it exists as described.
There is real operator upside for a buyer who can systematize sales and delivery. Coaching and org-development firms almost always underinvest in marketing and rely on word of mouth, which leaves an obvious growth lever for a disciplined acquirer with a demand-generation playbook.

How to improve it

Map revenue by source in the first 30 days: split advisory hours, education/course sales, and software/intelligence subscriptions. If the software layer is real, wall it off, price it as recurring, and push clients onto annual plans to convert lumpy project income into predictable ARR. This single move reshapes both durability and exit multiple.
De-risk founder dependency immediately by documenting every framework, sales script and delivery methodology into a repeatable playbook. Hire or promote two senior delivery leads so client outcomes do not hinge on the seller. Buyers pay a premium for a firm that runs without its founder in the room.
Build an outbound and content engine. Most org-development firms grow entirely on referrals, so a modest investment in LinkedIn content, webinars and a structured referral program can add pipeline without diluting the brand. Target a measurable increase in qualified leads within 90 days.
Introduce or expand retainer and membership offerings. Convert one-off engagements into ongoing advisory retainers, cohort-based programs, or a paid community so the business earns from the same clients repeatedly. This directly attacks the biggest weakness, the lack of recurring revenue.
Audit and raise pricing on the highest-value engagements. Sixteen years of results and case studies is leverage most firms fail to monetize; package outcomes into fixed-fee premium tiers rather than selling time. Even a 10 to 15 percent price increase on flagship offerings drops straight to cash flow.
Productize the intellectual property into digital assets that sell asynchronously: certifications, self-serve courses, and licensable frameworks. This creates a scalable, high-margin revenue stream that does not consume delivery capacity. It also broadens the addressable market beyond hands-on clients.
Formalize client contracts and success metrics. Move from handshake engagements to signed multi-month agreements with defined deliverables, which both stabilizes revenue and creates cleaner diligence for the next buyer.

Diligence notes

Quantify founder dependency ruthlessly. Determine what share of the $3.55M revenue and $703,727 cash flow is generated, sold or personally delivered by the seller. In coaching and org-development firms this is the single biggest risk, and heavy dependency should compress both price and deal structure toward an earnout.
Verify the 'software and intelligence platform' claim with hard evidence. Ask for the actual product, code ownership, hosting costs, user counts and subscription revenue broken out separately. Listings frequently label a set of spreadsheets or a course library as a 'platform' to inflate perceived value and multiple.
Scrutinize revenue concentration and retention. Request the client list by revenue, contract terms, and the mix of repeat versus new clients over the last three years. Project-based B2B services can look stable in aggregate while masking heavy reliance on a few accounts that could churn at closing.
Reconcile the cash flow figure to tax returns and bank statements. Confirm what add-backs are baked into the $703,727 SDE and whether they are legitimate owner benefits versus operating costs the business will still incur. A 20 percent margin is only believable once the add-backs survive scrutiny.
Assess cyclicality honestly. Organizational development and business consulting is discretionary spend that growth-stage clients cut first in a downturn, so review whether revenue dipped in prior soft periods and stress-test the debt service assumptions against a 20 to 30 percent revenue decline scenario.

Source

Originally listed on BizBuySell. View original listing →