What happens to the business if you step away?
How much of the revenue, relationships and knowledge depends on one or two people, usually the owner. It is one of the biggest risks in owner-managed businesses, and one of the biggest drags on their value.
Get a finance reviewRevenue from clients mainly managed by one person ÷ Total revenue × 100
Below 30% dependent on any one person is a reasonable goal. Above 50% on the owner is a significant risk and usually reduces the business's value.
The share of revenue that comes from clients whose main relationship is with a single person, alongside the share of critical work, approvals and knowledge that sits with them. It is usually assessed per person, starting with the owner and senior staff.
A business that relies on its owner for most sales, delivery and decisions is fragile and hard to sell. Illness, burnout or a wish to step back can put income at risk, and buyers heavily discount businesses they cannot run without the founder. Reducing dependency spreads risk, frees the owner's time and directly increases what the business is worth.
List the top clients and record who holds each relationship day to day. Identify the tasks only one person can do and document them. Introduce a second point of contact for every major client. Track the share of revenue dependent on the owner each year, and set a target to reduce it steadily rather than all at once.
Most owner-managed businesses don't, or they work it out in a way that flatters the result. We'll calculate it from your own numbers and show you what it's telling you.
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