For business brokers, CEPAs, CPAs, attorneys and wealth advisors
Help owners address operating risk before diligence exposes it.
Rooney Advisors prepares the operating company. You remain responsible for the transaction, valuation, tax, legal, wealth or other professional work the owner hired you to provide.
When to introduce Rooney Advisors
Bring Rooney Advisors in when the business performs well but still depends heavily on the owner.
The owner cannot step away
Routine approvals, customer issues and difficult operating decisions repeatedly return to the owner.
Relationships are owner-held
Important customers, suppliers or employees expect the owner to remain the primary relationship.
Managers cannot truly run it
Leaders have responsibility on paper but lack clear authority, information or tested backup coverage.
Operating evidence is weak
The company claims to have repeatable processes but cannot show how work, oversight and exceptions are handled.
A transition is approaching
The owner expects to sell, step back or transfer leadership within the next several years and still has time to make changes.
A process paused or failed
Key-person risk, management continuity or operating readiness created concern that should be corrected before returning to market.
How the relationship works
Clear roles. Controlled information. No competition for the client relationship.
You keep your role
Rooney Advisors focuses only on operational preparation and sends valuation, transaction and professional matters back to the appropriate advisor.
The owner controls sharing
Findings are confidential. Nothing is shared with another advisor, employee or outside party without the owner's permission.
You receive usable operating evidence
With permission, relevant dependency findings, priorities and supporting evidence can be organized for the advisory process.
What the owner receives
A defined starting point, not an open-ended consulting engagement.
Evidence-based baseline
Seven operating dimensions scored against reviewed evidence, observed work or a confirmed gap.
Owner-held risk map
The decisions, relationships, knowledge and workflows that matter most to continuity and transfer.
Prioritized operating roadmap
Three to five actions with accountable owners, deadlines and the proof required to show that each change works.
A confidential introduction