An AI-native acquisition assistant, and the things it will not pretend to do.

It does not find you deals. It does not tell you a business is a good buy. It does not claim an accuracy percentage, because a valuation is a range of defensible opinions rather than a fact with an error bar, and any vendor quoting you a single accuracy figure is describing a test they designed.

It also does not decide the two things that move a valuation most: which method deserves the most weight for this business, and whether the business is really the owner. It shows you both and makes you choose.

It reads the documents. Accounts, management figures, payroll, the add-back schedule, and it records the page and line each figure came from. That last part is the difference between a number you can check and a number you have to believe.

It then prices the business across several methods at once and shows the weights, so you can see which method is doing the work and disagree with that one specifically rather than with the total.

And it says what does not tie. Gross profit that does not reconcile, a margin that moves without an explanation, an owner salary missing from the add-backs. Extraction that only reports success is the half that gets a valuation wrong quietly.

Not a chat box bolted onto a spreadsheet. The reading, the pricing and the questions are one system, so asking why the discounted cash flow is above the comparables gets an answer from your valuation, naming the assumption driving it, rather than a general explanation of the method.

It means the same documents serve the valuation and the diligence that follows, instead of being uploaded twice into two tools that disagree.

The software is the visible half. The other half is that we are building a firm on it: the kind of advisory house that has always existed for large transactions, rebuilt from the first day on the tools that now exist. The large investment banks were assembled around analysts, models and data rooms. We start from the assistant that does the reading, the rebuilding and the first pass at pricing, and we put the people where judgement is actually needed.

That changes who can afford advice. An owner selling a business with six million in revenue has never had a banker on their side of the table, because the fee did not cover the hours. A searcher screening forty targets could not pay for forty analyst weeks. When the assistant does the hours, the firm can afford to show up for both of them, and to charge for the decision rather than for the time.

We are explicit about what that firm is for. It is not a broker, it takes no success fee, and it does not sit on one side of the deal. It is the instrument both sides read, with people behind it who will say what the number is, what it is not, and what they would do next. The ambition is the reach of a bulge-bracket house at a cost the private market can carry, which the old structure could never offer to a business this size.

Quality of earnings, legal and tax, the negotiation, and the judgement about whether you want to run this business. We are explicit about that boundary because the alternative is a product that is confident in exactly the places it should not be.