01
Leadership and Culture
Can the team lead well and make sound decisions without everything running through the Founder?
THE EVOS METHOD
A practical way to build value before you need to prove it.
Enterprise value is not one number or one last-minute transaction exercise. EVOS is Solomon Apex Group's proprietary Enterprise Value Acceleration methodology for examining the connected parts of a business that affect growth, resilience, confidence and transferability.
Start with your Scorecard (about 15 minutes).
The complimentary Enterprise Value Scorecard takes around 15 minutes. It gives you a directional baseline before any independent conclusion is made.
THE 12 PILLARS EXPLAINED
Because value rarely leaks from only one place.
A business may grow quickly but depend too heavily on its Founder. It may report healthy profit but struggle to explain cash conversion. It may have loyal customers but weak contracts or undocumented delivery. The 12 pillars help us see those connections rather than treating each problem in isolation.
02
Governance
Are accountability, oversight and important decisions clear enough to stand up to scrutiny?
03
Strategy
Does the business know where it will compete, how it will win and what it will deliberately leave alone?
04
Growth Engine
Can the company create demand repeatedly, measure its pipeline and grow beyond personal referrals?
05
Financial Strength
Do the numbers explain earnings quality, cash, margin and the economic engine of the business?
06
Operations
Can the company deliver consistently through reliable processes rather than memory and heroics?
07
Technology and AI
Do systems, automation and data make the business safer, faster and easier to scale?
08
People Systems
Are roles, knowledge, performance and retention strong enough to reduce key-person dependency?
09
Customer Value
Are customer relationships durable, economically attractive and free from dangerous concentration?
10
Data and Metrics
Can leaders see what is happening early enough to make better decisions?
11
Risk and Resilience
Can the business identify, own and recover from the risks that matter most?
12
Exit and Succession
Could the business transfer cleanly, survive due diligence and operate without the Founder?
FROM SIGNAL TO EVIDENCE
The Scorecard starts the conversation. The Diagnostic tests the reality.
START HERE
Founder self-assessment
Twenty-four focused questions give you a quick, directional view. The result reflects your answers and is followed by a separate researched and reviewed Founder report. Neither output is a valuation or independent opinion.
GO DEEPER
Independent Diagnostic
We examine documents, data and recorded interviews across all 12 pillars, challenge the evidence and explain where our independent view differs from the Founder view.
HOW WE USE THIS FRAMEWORK
Keep the evidence connected from first signal to future action.
EVOS provides one common structure for the Founder baseline, independent review, prioritisation and any later implementation. Each stage should be explained by the evidence that came before it.
01
Enterprise Value Diagnostic
The Scorecard and reviewed Founder report establish the starting view. The paid Diagnostic then compares that view with documents, data, interviews and relevant market context across all 12 pillars.
02
Transformation Roadmap
The Diagnostic turns the strongest evidence and most material gaps into a prioritised route forward. It may support focused Transformation Sprints, an Institutional Transformation Programme or no further work with us.
Where later work is justified, implementation, tracking and exit preparation stay tied to the Diagnostic. The detail of those stages sits on our services page.
WHY THIS FRAMEWORK MATTERS
A clearer structure for questions that are easy to leave too late.
See confidence vs evidence
A consistent framework helps separate reported confidence from observed evidence. EVOS supports structured judgement, but it is not itself a formal business valuation.
Ask what a buyer would ask — early
The pillars organise questions that a buyer, investor, successor or adviser may examine, while leaving room for the sector, transaction and evidence to shape the conclusion.
Fix the few things that move the whole
Connected priorities are easier to sequence and test than a collection of unrelated initiatives. Progress is shown through evidence, not assumed from activity.
Use the 12–36 month window while it still exists
Beginning 12 to 36 months before a possible ownership event gives the business more time to make meaningful changes and establish a credible operating track record.
ABOUT EBITDA MULTIPLES
Structure matters, but it is not the whole valuation.
Better systems, stronger earnings quality and lower dependency can influence how a buyer understands risk and future cash flow. But sector, scale, growth, market conditions, buyer appetite, deal terms and due diligence matter too.
A simple illustration can make the mechanics clear. If maintainable EBITDA were £1 million, a 4x multiple would indicate £4 million of enterprise value and a 6x multiple would indicate £6 million, before debt, cash, working capital, tax and deal terms. That example is not a valuation or forecast.
We do not promise that improving one pillar automatically adds a fixed turn to an EBITDA multiple. Generic examples and sector ranges can support Founder understanding; a personalised or current conclusion needs relevant evidence, explicit assumptions, limitations and qualified review.
See how the services fit togetherYOUR FIRST VALUE SIGNAL
Start with the Founder view. Go deeper only when it is useful.
Take the complimentary Scorecard for an immediate baseline and three areas to explore first. Complete your Scorecard first so our conversation can focus on your business.