Exit Readiness with Operations Integration
Background
Clarke was engaged by a civil engineering design firm to conduct an operational audit and exit readiness assessment, with the goal of identifying operational, leadership, talent, and systems risks that could negatively impact business continuity, valuation, and transferability. The firm’s owner sought to prepare the organization for a future sale, leadership transition, or exit by strengthening internal operations and reducing dependency on the owner for day-to-day decision-making.
The Challenge
While the firm was technically strong and financially stable, it was highly owner-centric rather than business-centralized. There were no executive or senior leadership roles beyond the owner, resulting in all strategic, operational, and personnel decisions flowing through a single individual. Aging technology, fragmented workflows, historically high employee turnover, and underdeveloped HR infrastructure created significant succession and continuity risk. The firm’s external brand presence also lagged its operational maturity, affecting buyer confidence and valuation.
The Solution
Clarke conducted a comprehensive operational audit through an exit-readiness lens, then supported a phased Operational Staging™ approach focused on transferability and reduced owner dependency:
- Leadership & Structure: Identified leadership gaps and created a roadmap to reduce owner dependency and support succession
- Technology: Modernized infrastructure by upgrading outdated systems to improve productivity and security
- Processes & Systems: Standardized workflows and systems to improve consistency and reduce operational risk
- Talent & Training: Delivered targeted training for administrative and finance teams to strengthen execution and accountability
- HR Infrastructure: Implemented formal HR systems and improved employee governance and compliance
- Brand Readiness: Launched a new website to modernize market presence and strengthen external credibility
Results
Measured Outcomes
Outcomes – 6-12 Months:
- 95% of company computers replaced or upgraded, improving productivity and reliability
- Significant improvements in processes, workflows, and systems, reducing operational friction
- Administrative and finance team training completed, improving role clarity and execution
- HR systems adopted and employee handbook improved, strengthening internal governance
- New website launched, elevating professional credibility
- Improved employee retention and stronger internal stability
- Increased client retention and new client acquisition
- Revenue growth of approximately 8–10% driven by operational efficiency and client confidence
- Reduced owner dependency and greater operational visibility
- Improved predictability and transferability, strengthening exit readiness
The organization continues to improve become a more business-centralized firm and enhances operational functionality and efficiency using the operational staging framework established through this engagement, with the owner actively preparing for future transition and exit.
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