| Licensed surveyors | Licenses support continuity, client trust, and transferability. | PLS roster, registrations, tenure, ownership status, discipline, and transition plan. |
| Field crews | Crew depth drives capacity and buyer confidence in operations. | Crew roster, tenure, utilization, training, compensation, equipment assignments, and turnover. |
| Backlog and pipeline | Shows future workload, revenue visibility, and project demand. | Contracted backlog, proposals, expected awards, probability-weighted pipeline, and start dates. |
| Service mix | Different survey services carry different margins, risk, and buyer fit. | Revenue by boundary, ALTA, construction staking, topo, utility, mapping, drone, and other services. |
| Client concentration | Dependence on a few developers, engineers, builders, or agencies can affect deal structure. | Top client list, repeat work, contract history, relationship owner, and revenue share. |
| Utilization and billing | Utilization and billing discipline drive profitability. | Utilization reports, billing rates, realization, write-offs, and project profitability. |
| Equipment and technology | Equipment condition affects capital needs and future capacity. | Total stations, GPS, scanners, drones, vehicles, software, leases, age, condition, and replacement needs. |
| Project delivery systems | Delivery systems help buyers assess repeatability and risk. | Field-to-office workflow, CAD standards, QA/QC process, software stack, and templates. |
| Financial reporting | Buyers need clean historical and normalized earnings before serious offers. | P&Ls, balance sheets, tax returns, add-backs, AR/AP aging, WIP, and working capital detail. |
| Owner transition | Buyer confidence depends on retaining clients, licenses, and crews after closing. | Owner role map, client handoff plan, license continuity, crew retention, and transition expectations. |