Tier-1 Aerospace Components Inc.
No open gates. The base-case economics aren't modeled yet.
Four things make a company ready for market. Most owners can finish the first two in a week, with documents they already have.
Your revenue and profit need documents behind them a bank respects.
Buyers pay for customers, machines, and the people who run them. Start naming yours.
Every strength has a question behind it. Work the map above and your answers build themselves.
A buyer's bank will run your ask against your cash flow. Test it before they do.
The Package prints what's ready today; open items print as open. Nothing is hidden.
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This is what a buyer's model already reads about your company from the numbers on file. It is a different thing from the readiness stations and data room above, which track the documented package you still have to build. A buyer sees your concentration and your margins now. The package is how you prove them, and how you hold your price when they push.
No certification evidence is in your package yet. AS9100 or NADCAP is the license to bid regulated aerospace work. A buyer pays up for a shop that can. Add the certificate if you hold it.
Your payroll is in hand (Payroll register), but the depth below you isn't mapped yet, so a buyer still holds the risk the shop runs on you. Until it's shown, that caps the multiple near 4×. Map your people to lift it.
Your top three customers are about 43% of revenue. A buyer prices that as a discount, and its size is a band, not one number.
Your customer detail can show which revenue is under contract. Recurring program work would lift the multiple, but the terms aren't mapped yet, so it's upside not yet counted.
Your EBITDA margin is about 31% (from the reviewed statements). Where that sits against the trade isn't benchmarked here, so it isn't moving the number yet.
At about $1.28M EBITDA you're below the ~$2M the premium corridor needs. The 8-11× premium is closed this year. Scale is the one lever you can't pull in a season.
Your equipment register is in hand (Management / internal P&L). The fleet's currency isn't scored yet, so its effect is a band: a current, well-used fleet adds; an aged one is a capital bill a buyer prices in. Map it to place it.
At every price a buyer runs the same test their bank will. As you ask for more, three things move together: the bank covers less of it, the buyer's own cash climbs to fill the gap, and their return fades. Price it where all three still work.
Below $5.74M you're leaving money on the table. A buyer clears their return easily. Above $6.97M, no financial buyer clears on your standalone cash flow: the bank won't lend more, so every extra dollar is a dollar of their own cash and their return falls under the 18% floor.
Above $6.97M is strategic territory. A higher price is a specific strategic buyer. A competitor consolidating, a supplier integrating. Paying for synergies that are theirs, not yours. It's upside they might justify; it is never part of your defensible price. Court the right strategic buyer and it can appear. But don't bank on it.
The 18% floor is today's financial-buyer walk point (as of 2026-07-07), not a permanent rule: Roughly an SMB buyer's cost of equity today. A risk-free rate near 4.5% plus an SMB equity-risk premium near 13.5%. It sits below the returns search funds (~25-30%) and lower-middle-market private equity (~20-25%) underwrite to: the point where a disciplined financial buyer's return no longer compensates the concentration, key-person and illiquidity risk of a business this size. Re-peg to the live risk-free rate plus the SMB equity-risk premium as rates and underwriting move. This is today's walk point, not a permanent number. The test uses the same 1.25× coverage line their bank does; the ceiling above is re-derived from your own numbers each time, not a fixed multiple.
The same drivers, run backwards. The moves that lift what a buyer will actually finance for you, from about 4.7×. Each step is capped at what a buyer's return supports and re-figured after the ones before it, so nothing here promises a price no buyer would pay. A move that only lifts what a strategic buyer pays is marked as such. Real, but never banked into your price.
No lift on its own. Your floor is held by more than one risk. It pays off together with Owner dependence / management depth.
Lifts what a strategic buyer would pay, not your financeable price. A financial buyer is already capped by their return. Show it; never bank it.
No lift at your current size. The ceiling is set by the buyer's return, not this driver.
This is a greedy best-next-move path. Cheapest, steepest first. Not a proven-optimal order. Each step's lift is re-figured after the ones before it.
Nothing material surfaced yet. But the mirror is only as deep as the data. Fill the lists to test what a buyer will actually find.
Every list you fill in is your data room being born, and every field already tells you why a buyer asks. Work the ordered gap plan →