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Highlights
- ✓Founder-CEO who has personally been through the exit process six times, some good and some bad
- ✓A diagnostic that runs in 3 to 10 days and hands back improvements ranked by what each one is worth in dollars
- ✓By 2035 roughly 6 million US businesses will change hands, carrying about $5 trillion in value
- ✓33,000+ portfolio companies are owned by private equity today, and many want to exit within 1 to 5 years
- ✓Operating partners advise dozens of those companies each, which makes them the channel rather than one more customer
- ✓Platform built on Palantir Foundry through the Palantir for Builders program, with infrastructure funded by an AWS grant
Most owners sell the house as-is
By 2035, about 6 million small and mid-sized American businesses will change hands, carrying somewhere around $5 trillion in value. For almost all of them the process looks the same. The owner decides it is time, or something forces the decision, and a broker gets hired to package up whatever is there and put it on the open market.
It works the way selling a house works. You can fix the leaky faucet, put a coat of paint on it, and make sure the place passes inspection. Or you can list it as-is and take what the market gives you. Too many owners sell as-is, and they find out what that cost them at closing.
Most owners list the house as-is
A broker gets hired at the end, packages up whatever is there, and puts it on the open market.
- • The decision gets made late, or something forces it
- • Whatever is broken shows up in diligence
- • Contingencies come off the price at closing
- • The owner takes what the market gives them
- • Start years before anyone is ready to sell
- • Find the repairs that are actually worth dollars
- • Run more profitably the whole way there
- • Fewer contingencies, and more left on the table
Here is what we do about it. Enterprise Diagnostics comes in early, usually years before anyone is thinking about a sale. Our AI runs a diagnostic on the business and finds the improvements that are worth real money, with a dollar figure attached to each one. The owner picks where to start, we deploy inside the company to go get it, and the business runs more profitably while its value climbs. By the time they are ready to sell, there is less tied up in contingencies and more left on the table for them.
Everyone did their job. The company still lost money.
A salesperson cuts the price to close a deal before the quarter ends. To keep that customer happy, the product team builds what was promised in the room instead of what they had planned. Finance sees the margin drop and tightens the budget on both of them. Ask anyone involved and they will tell you they made the right call, and they did. That is the part that makes this hard. Nobody made a bad decision, and the company is still worth less at the end of it.
Those trade-offs are what the diagnostic goes looking for. They rarely show up on a report, because no single department owns them.
Customers, Products, and Money, in one view
We diagnose the hidden friction between the three so they pull in a single, profitable direction.
EBITDA protection and predictive cash flow
Investment precision and GRR certainty
Roadmap profitability and product stickiness
Managing billions on gut feel and static spreadsheets
Mid-market operators face record pressure to create operational value with none of the instrumentation to do it.
“Financial engineering is dead. Operational execution is the only lever left, but firms are flying blind.”Value creation partner, mid-sized PE firm
- The blame game. Marketing cost is too high versus the product isn't sticky enough.
- Phantom progress. Teams optimize local metrics, not company valuation.
- Hidden friction. Unseen interdependencies quietly leak EBITDA.
- One source of truth. Disparate systems resolved into a single unified ontology.
- Simulation before spend. Test the impact of a decision before committing capital or time.
- Always-on intelligence. Metrics monitored in real time, risks surfaced before they compound.
A note from our founder
Michael Cupps
I have been through this six times. Some of them went well, and I am grateful for those. Some of them went badly, and those are the ones I learned from. The same thing was true every time: the work that would have made the business worth more was work we could have done years earlier, and nobody told us to go do it.
By the time a broker is hired, most of your options are already gone. I built Enterprise Diagnostics so an owner gets that list years ahead instead, with a dollar figure next to every item, and gets to decide what to fix while there is still time to fix it. You should be proud of what you sell.
Michael Cupps
Founder & CEO
How the engagement works
An owner starts with a self-assessment, on their own, before talking to anybody. The diagnostic itself runs in three to ten days, and how fast it goes depends mostly on how quickly they can get us the information. What comes back is a roadmap where every recommendation has a dollar figure next to it, sorted into quick wins, medium-range plays, and strategic bets. They pick the first one, we go get it, and the rest of the plan runs on the platform from there.
Days, not months, before an owner sees something worth money
How fast the diagnostic runs depends mostly on how quickly they can get us the information.
The owner answers for themselves first. No sales call to get started.
Our AI models go through the business and find the improvements worth real dollars.
Every recommendation carries a number, so the owner can see what each one is worth before choosing.
They pick the first item. We deploy inside the company and go get it.
The rest of the roadmap runs on a working model of the enterprise that keeps the plan on track.
What the diagnostic looks at
Three areas. How efficiently the business runs day to day, what its product should become in a market that is being rebuilt around AI, and whether this company should be leading that change in its sector or following it. Every finding comes back with a number attached, because a recommendation nobody can price is a recommendation nobody acts on.
Three areas, and a dollar figure on every recommendation
How efficiently the business actually runs. Supply chain, finance, sales and marketing, analyzed and handed back with dollar-ranked recommendations.
Whether AI belongs inside the product itself, or around it in the customer experience, so the business is not the one getting disrupted.
Where the sector is heading for a company of this size, and an honest read on whether to lead the change or follow it. The owner's call either way.
Findings come back as a plain strengths, weaknesses and opportunities read, with the specific places value can be recovered called out by name.
What a buyer is really looking at
Once the roadmap is running, four things decide what the business is worth when someone finally puts a price on it. A buyer is not paying for revenue. They are paying for how certain they are about it, and each of these four is a place that certainty gets won or lost.
Four levers that move what the business is worth
A buyer is not paying for revenue. They are paying for how sure they are about it.
Who is actually going to stay, and what that is worth.
How much of the top line a buyer will trust and pay for.
How predictable the profit is when someone runs diligence on it.
Whether the market underneath the business is growing or thinning.
What we build
Until now a company doing $50M to $500M in revenue was locked out of platforms like Palantir Foundry on cost and complexity alone. We integrate the disparate data streams across the organization, deals in the CRM, pricing buried in contract PDFs, service tickets, seller activity, into a single unified ontology with predictive AI embedded in it. That is the digital twin: a simulation-ready model of the enterprise where leaders can test a decision before committing capital or time.
The diagnostic is not the end of it, it is the beginning. What stays behind is closer to a 24/7 analyst who learned the business during the diagnostic and never stops working, watching the metrics, predicting where they go, and flagging what is coming before it lands.
From scattered systems to executive intelligence
Built on Palantir Foundry through the Palantir for Builders program.
- Deals · Salesforce
- Pricing · Contracts (PDF)
- Service · Zendesk
- Activity · Gong, Outreach, HubSpot
A high-fidelity model of the enterprise, built on a unified ontology.
Embedded AI that forecasts outcomes instead of reporting history.
The decision layer. Simulate, then commit.
The multiple is made or lost during the hold
A PE-backed company lives on a three to five year clock. Reactive management lights one corner of the business at a time and calls it a plan, and the multiple erodes quietly while everyone stays busy. Continuous execution intelligence does the opposite: trajectory certainty, a compressed holding period, and cross-functional alignment that shows up in the diligence room as operational discipline.
Maximizing the exit
Same company, same five-year window. The difference is whether leadership can see the whole system.
Reactive fixes, one lit corner at a time. Multiple erodes toward a discounted exit.
Trajectory certainty, holding-period compression, cross-functional alignment.
Illustrative. Trajectories depict the difference between reactive management and continuous execution intelligence; they are not projections of any specific company's results.
Who this is for
Four kinds of owner have the same problem. A portfolio company partway through a private equity hold. An operating partner responsible for a dozen of them. A company going out to raise a round or get a loan and needing the numbers to hold up. And a founder in their sixties whose kids do not want the business, for whom this sale is the only one they get.
Four kinds of owner, one problem
A private equity hold is a hard few years, and most of these companies want to exit inside the next one to five.
The people advising those portfolio companies. They are how we reach the rest of the portfolio.
Anyone going out for a Series B, C or D, or just trying to get a traditional loan to invest back into the business.
They built something that works, their kids do not want it, and this sale is the one they get. We call it the silver tsunami.
Market opportunity
Private equity is where we start, because it is concentrated and relationship-driven. Operating partners each advise dozens of portfolio companies, so winning one of them brings the introductions with it rather than making us find every business one at a time. The frameworks then carry from one company to the next.
A generation of owners heading for the door at once
Every one of them will be sold by someone. Very few of them are being prepared for it.
Small and mid-sized US businesses
Held inside those businesses
Portfolio companies, many exiting within 1 to 5 years
Operating partners already advise dozens of portfolio companies each. Win one of them and the introductions come with the relationship, so we reach a lot of businesses without having to find them one at a time.
Sources: company estimates; Preqin 2024 North America PE Report; Ocorian Global Asset Monitor 2025; PitchBook.
Why now
Dry powder is at record highs while exit multiples sit well below their 2021 peaks, which makes operational value creation mandatory rather than optional. At the same moment, the platform infrastructure that makes this deliverable at startup economics did not exist two years ago, and no dominant player has claimed the category yet.
Three clocks striking at the same time
- › Record PE dry powder, $2.5T+ waiting to deploy
- › Exit multiples down 20 to 30 percent from 2021 peaks
- › Buyers now price on operational metrics, not just revenue growth
- › Operational value creation is mandatory, not optional
- › Palantir for Builders puts an enterprise platform in reach at startup economics
- › Natural-language operational intelligence is finally usable by executives
- › The template infrastructure did not exist two years ago
- › No dominant player in AI operational diagnostics yet
- › An 18 to 24 month window to establish category leadership
- › First-mover position inside the Palantir builder ecosystem
Business model
The diagnostic costs $100K, so the engagement pays for itself before anyone signs a subscription. Management expects about half of those customers to stay on the platform annually. Finding the next one costs us very little, because operating partners make the introductions. Win one of them over and five to ten portfolio companies come with the relationship.
Land with a diagnostic. Expand into the portfolio.
- • Middle-market PE firms and their operating partners
- • Portfolio companies at $50M to $500M in revenue
- • CEOs on a three to five year exit clock
- • The twin learns the business and keeps surfacing plays
- • Cross-portfolio benchmarking gets better with every deployment
- • Going back to spreadsheets and quarterly decks is unthinkable
Conversion rate, margin, and LTV:CAC figures are management targets based on current assumptions, not historical results.
The trajectory we are underwriting
9 diagnostics, 5 subscriptions, $205K EBITDA, cash flow positive
Portfolio deployments accelerate
ARR at 77%+ gross margins
These are forward-looking projections based on management's current assumptions and expectations. They are inherently uncertain, are not guaranteed, and actual results may differ materially.
What keeps us in front
None of these would hold up on its own. The frameworks harden into the reference point operating partners compare everything against, which only stays valuable because each new deployment feeds the benchmarking data that makes the next diagnostic sharper. The Palantir partnership sits underneath both of those at a fixed cost, and the operating-partner network is what turns a single proof point into a portfolio of them.
Four compounding sources of advantage
- • First mover in AI operational diagnostics
- • The ontology becomes the industry standard
- • High switching costs once adopted
- • More deployments produce richer benchmarking
- • Cross-portfolio intelligence compounds value
- • The moat widens with scale
- • Locked multi-year term at roughly $300K a year
- • Fixed cost means pricing power as we scale
- • A technical moat competitors cannot assemble quickly
- • Prove value once, grow across the portfolio
- • A self-reinforcing referral engine
- • Relationship-driven, concentrated market
Competition
Consulting firms are too slow and too expensive for a PE timeline. BI tools and dashboards report what already happened. Point solutions fix one function and miss the interdependencies that actually cause the leakage. Enterprise AI platforms are powerful and historically out of reach for a mid-market budget.
Everyone reports. Almost nobody executes.
Competitors cobble together Snowflake, Tableau and custom code. Integrated intelligence arrives out of the box, or it arrives as a project you now have to staff.
| Time to value | What you get | After delivery | |
|---|---|---|---|
| Strategy consultants | 3 to 6 months | Slide deck | None |
| Internal analysis project | 6 to 12 months | Depends who is free | Stalls |
| Snowflake + Tableau + custom code | Assembled, then maintained | A stack you now own | Your problem |
| Point solutions | Fast, narrow | One function | Siloed |
| Enterprise AI platforms | 6 to 12 months | Powerful, complex | Priced out of mid-market |
| Enterprise Diagnostics | 3 to 10 days | Priced roadmap plus twin | Always on |
Traction
We validated the diagnostic frameworks with more than ten PE operating partners before building, so the product reflects what the buyers said they needed rather than what we guessed. The platform is live, funded in part by an AWS grant, and the round already has a syndicate lead writing a $50,000 check.
Validated frameworks, a live platform, and investors already in
raised on Wefunder so far
investors in the round to date
The infrastructure is live, not a roadmap item.
Built with the buyers, before writing the product.
Enterprise-grade Foundry at startup economics, on a multi-year fixed cost.
Ben Cody, a 33-year enterprise software executive, is leading a syndicate into the round.
“The founder has amazing domain expertise in enterprise software and the offering is built on a world-class platform. The need is critical. PE firms need new ways to unlock enterprise value in order to realize exits, and financial engineering alone doesn’t do the trick anymore. I’ve seen no other offering in the market that can match what Enterprise Diagnostics is doing.”
The team
Owners and operating partners have met plenty of consultants who have never sold a company. Six exits is the difference, and they can tell inside the first meeting.
Author, entrepreneur, and enterprise technology executive with 30+ years in B2B software leadership across sales and marketing. Has been through the exit process six times himself, which is where the diagnostic came from. Focused on mid-market growth and the levers that move valuation.
Enterprise software product executive with 33 years of experience. Leading a syndicate into this round with a $50,000 personal investment.
Reasons to invest
The diagnostic frameworks were developed with 10+ PE operating partners, the exact people who sign the checks.
A few hundred firms control the buyer universe, and one relationship opens five to ten portfolio companies.
Enterprise-grade Foundry through Palantir for Builders, on a multi-year fixed cost, plus an AWS-funded build.
A $100K paid diagnostic that converts into recurring subscription revenue, with margin that improves at scale, and cash flow positive in year one.
FAQ
A diagnostic that runs in 3 to 10 days and hands the owner a roadmap of improvements with a dollar figure on each one, followed by a subscription to the platform that carries the roadmap out.
Owners preparing a business for a sale, a raise, or a loan. Private-equity-backed portfolio companies are the beachhead, their operating partners are the channel, and retiring founders are the largest wave behind them.
Consultants take three to six months and leave a document. We come back in days with priced recommendations, then stay to deploy the ones the owner picks and keep the plan on track.
Dashboards report what already happened inside one function. The twin joins the functions together and simulates what happens next, so leaders can test a decision before committing to it.
Palantir Foundry, accessed through the Palantir for Builders program, with the surrounding infrastructure built through an AWS grant.
Years before a sale, not months. The improvements worth the most money are the ones that need time to show up in the numbers, which is exactly the time an owner does not have once a broker has been hired.
The next decade won’t be won by the companies with the most resources.
It will be won by the ones with the best self-awareness.
We are not chasing a crowded market with incremental improvements. We are opening a category: operational intelligence as a service, for every owner who will one day put their business on the market. For investors that means strong unit economics, growth that compounds through the operating-partner network, and a path to $100M+ in enterprise value over five years. Join us.
Invest now