SERVICES
Two engagements. One sequence.
No packages sold before diagnosis.
CORE ENGAGEMENT MINIMUM 2 MONTHS
Exit Feasibility Advisory
The starting point for every client. A structured review across five diagnostic areas, ending in a written determination.
- Sellability assessment
- Revenue quality & sustainability review
- Organizational & HR structure evaluation
- Legal, compliance, IP & governance review
- Ownership & succession risk analysis
FOLLOW-ON SCOPE DEFINED BY PHASE 1
Exit Readiness & Remediation
For businesses assessed as sellable. We fix what the diagnosis found, working alongside your existing professionals.
- Corporate structure cleanup
- HR policy & management depth improvement
- Legal, IP & compliance resolution
- Documentation & operational readiness
- Coordination with legal, tax & transaction professionals
FEE PHILOSOPHY
Our fees are not transaction-based. That is the entire point.
Pricing is set by company revenue size, industry complexity, and scope of engagement – established before work begins. A retainer structure ensures objectivity and alignment with long-term business outcomes, not deal volume.
No success fees
Scope defined in writing
What is included, what is not, and what triggers a change order – agreed in advance.
No securities involvement
CNJ Elevate does not participate in securities or stock transactions and is not FINRA-registered.
FOR ATTORNEYS & CPAS
We work beside your clients' professionals, never in place of them.
CNJ Elevate does not provide legal, tax, or accounting opinions. We handle the operational, organizational, and readiness work that sits between disciplines and refer back. Role separation, NDAS, and scope boundaries are documented at the outset of every engagement.
- ADDED SERVICE
- VALUATION SUPPORT
We do not appraise your business. We make sure the appraisal is worth what you pay for it.
An appraisal is billed by the hour and priced on the quality of what you hand over.
Owners who arrive unprepared pay more, wait longer, and receive a number built on the weakest version of their own business. Our role sits on both sides of that meeting.
BEFORE
Assemble the file
Statements reconciled to filings, add-backs identified and supported, ownership and contracts documented. What an appraiser would otherwise spend billable hours chasing, ready on day one.
SELECT
Choose the right appraiser
A valuation for a sale, an estate filing, a partner buyout, and a lawsuit are four different engagements with four different standards. Choosing wrong is expensive twice – once for the wrong report, once for the right one.
DURING
Bridge the conversation
In the room, in both languages, in both directions. The appraiser’s questions have to reach the owner as they were meant, and the owner’s answers have to arrive as evidence rather than anecdote.
ADDED SERVICE . VALUATION SUPPORT
Why valuation goes wrong for first-generation owners.
Translation is the smallest part of it. These are the gaps we see in nearly every engagement, and none of them are about vocabulary.
- The books show less than the business does. Years of legitimate tax minimization leave documented earnings well below what the business actually produces. An appraiser can only value what can be substantiated - knowing where that line falls, before the engagement begins, prevents an expensive disappointment.
- Personal and business share one account. The owner's vehicle, family on payroll, a second venture run through the same entity. These become legitimate add-backs only if they are separated and documented - otherwise they simply vanish from the value.
- 권리금 does not translate. An owner who paid key money to enter a location expects to recover it on exit. U.S. valuation methodology has no such line item. The value may genuinely be there - in the lease, the location, the customer base - but it has to be argued inside the buyer's framework, not the seller's.
- Handing over records feels dangerous. Five years of statements to a stranger is not a small request, and the hesitation is reasonable. Knowing in advance what is reviewed, what is not, and what confidentiality actually covers changes the entire posture c the engagement.
- The appraiser's questions do not land. "Customer concentration." "Normalized earnings." "Discount for lack of marketability." When these go unanswered it is not evasion - it is untranslated. Someone has to carry them across, and carry the answer back as evidence.
Time is the cost here. Every hour an appraiser spends reconstructing what should have been handed over is billed to the owner. Preparation is not a courtesy – it is the least expensive part of the engagement.