Define the question.
Tell us why you need a valuation, your timing and who will use the work. We assess suitability and discuss the scope.
Understand the value behind your next move. Business and share valuations for UK owners, shareholders and buyers, with the evidence and assumptions made clear.
An illustrative earnings bridge. Each adjustment needs an explanation and supporting evidence.
Hypothetical example. Adjustments are not automatic add-backs. This is an earnings calculation, not a company value or market benchmark.
A sale, a shareholder discussion and a buyer’s offer ask different questions. Find the support that fits your situation.
Understand sustainable earnings, the sale perimeter and the assumptions behind an asking price.
02 / YOUR NEXT MOVE↗Define the holding, rights, restrictions and the decision the valuation must support.
03 / YOUR NEXT MOVE↗Separate ownership rights, earnings adjustments and transaction terms before comparing values.
04 / YOUR NEXT MOVE↗Examine earnings, funding needs and the bridge from enterprise value to equity value.
05 / YOUR NEXT MOVE↗Agree the purpose, date, intended users and evidence needed for your report.
06 / YOUR NEXT MOVE↗Start with the brief, available information, suitability and potential conflicts.
“What is it worth?” starts with “what exactly are we valuing?”
Define the business or shares, the purpose and the valuation date. Then examine the earnings, assets, cash flows and risks that support the analysis. The result should be useful for the decision you actually face.
Tell us why you need a valuation, your timing and who will use the work. We assess suitability and discuss the scope.
Agree the information needed, consider relevant methods and make material assumptions and limitations explicit.
The agreed deliverable explains the analysis, conclusions and permitted use. Scope and fees are agreed before work starts.
Practical guides to the issues behind a business or share value. Browse all valuation insights ↗
Clarify the qualification, intended use and reliance requirements before commissioning the work.
Read the guide ↗SHAREHOLDER DISCUSSIONSTurn competing earnings adjustments into an evidence schedule you can examine and discuss.
Read the guide ↗Start with the practical details. Tell us about an unusual purpose before assuming a standard report will fit.
The approach depends on the business and purpose. Earnings-based, cash-flow and asset-based methods consider different evidence. The work should explain sustainable earnings, assumptions, risks and the interest included.
No. A valuation addresses a defined question at a relevant date. An agreed sale price also reflects the buyer, negotiation, transaction perimeter, due diligence and payment terms.
Start with recent accounts, current management figures, ownership and why you need the valuation. Forecasts, owner remuneration, debt, cash and customer concentration may also be relevant. Agree a suitable channel before sharing documents.
The fee depends on complexity, information quality, analysis and deliverable. We discuss your purpose and agree the scope and fee before work begins. An initial enquiry does not commit you to an engagement.
A simple percentage is not always appropriate. The holding’s rights, restrictions, purpose and instructions matter. Do not assume a universal minority discount.
Remote enquiries are welcome across England, Scotland, Wales and Northern Ireland. Regional pages explain service coverage and preparation considerations; they do not represent branch offices.
Tell us the intended use and recipients before commissioning. A commercial planning report does not automatically meet a lender’s, tax authority’s or court’s requirements. Suitability and specialist input must be assessed first.
Tell us about the decision ahead. No financial documents are needed for an initial enquiry; we’ll discuss suitability, information, scope and fees first.
ICAEW Chartered Accountant · Consult EFC
info@consultEFC.comRemote enquiries across England, Scotland, Wales and Northern Ireland. These pages describe coverage, not branch offices.