Operational Asset Valuation

Numbers have no emotions during asset division

Separation of partners after 7 or 11 years of working together is a difficult moment. Most conflicts explode when trying to determine what the company is actually worth. An accountant sees numbers in tables, but they often miss the market reality. We enter the office and warehouse to check the facts. Business must keep running, so our valuation focuses on what the company realistically owns and how much that's worth in cash here and now. Since 2016, we have conducted 84 such audits that prevented court cases.

Real value of machinery and car fleet

We don't evaluate equipment by the date of purchase. A machine bought in March 2019 might be in excellent condition or completely worn out. Our specialists check the technical condition of 12 key devices or the entire delivery fleet. We compare this data with prices from 4 independent used equipment suppliers. This gives partners a report showing the real market price, not just the depreciated value. In one transport company in Warsaw, we corrected the valuation of 8 vehicles by 42,300 PLN, allowing for a fair distribution of funds within 14 days.

Audit of warehouse stock and goods

A warehouse is often frozen money that partners argue about loudest. We check the goods for rotation. If 32% of stock has been on the shelves for over 2 years, it cannot be valued as new products. We do a spot inventory and evaluate the chance of quick sale. In a small construction wholesaler, our approach allowed separating dead stock worth 18,700 PLN. The partners agreed that one person takes the goods, and the other the equivalent in cash. A clean table and a clean account are the basis for parting ways without mutual grievances.

Valuation of client portfolio and contracts

A client base is not just a list of phone numbers in Excel. It is a real asset that generates revenue. We analyze the last 156 invoices to check which recipients are regular and which bought something only once. We look at payment terms and profitability of individual orders. If 47% of turnover is generated by one contractor, the risk is higher and the base value must reflect this. Such analysis allows for a fair division of the market between departing partners so that everyone has a chance for further development without burning bridges.

Report ready in 9 business days

Speed of action matters because uncertainty destroys a company from the inside. Our 5-person team prepares full documentation usually in 9 business days from receiving source documents. We don't use difficult jargon. You get a concrete amount and arguments justifying it. This cuts guesswork and allows for sitting down to talks about final settlement. P.S. It often happens that after our report, partners agree in one afternoon because numbers stop being the subject of dispute.