| Contract revenue | Recurring contracts create visibility and can improve buyer confidence. | Contract list, term, renewal date, service scope, pricing, frequency, and transferability. |
| Customer concentration | Dependence on a few accounts can affect buyer appetite and deal structure. | Top customer list, revenue share, tenure, renewal history, and relationship owner. |
| Route density | Dense routes and nearby accounts can improve margins and operational efficiency. | Route schedules, location map, account frequency, travel time, and crew assignments. |
| Crew retention | Labor stability affects service quality and transferability. | Crew roster, tenure, turnover, pay rates, hiring process, and supervisor coverage. |
| Supervisor depth | Buyers need to know who manages crews and handles customer issues. | Supervisor roster, responsibilities, quality-control process, and escalation workflow. |
| Gross margins | Pricing, labor, supplies, and account mix shape earnings quality. | Revenue and gross margin by account, work type, location, and month. |
| Quality control | Documented service standards reduce customer-churn risk. | Inspection checklists, complaint logs, customer reviews, service standards, and training records. |
| Supplies and equipment | Equipment and supply discipline affect working capital and operating continuity. | Equipment list, supply vendors, inventory practices, leases, maintenance records, and replacement needs. |
| Financial reporting | Buyers need clean historical and normalized earnings before serious offers. | P&Ls, balance sheets, tax returns, add-backs, AR/AP aging, payroll detail, and working capital. |
| Owner transition | Buyer confidence depends on retaining customers, supervisors, and crews after closing. | Owner role map, customer handoff plan, supervisor transition, and retention plan. |