Start with the operating engine
For facilities management businesses, begin with contract contribution after on-site staffing. Revenue growth is useful only when it becomes collected contribution after the resources needed to deliver it. A seller summary is an invitation to investigate; it does not establish maintainable cash.
Price each contract after site-level labour, supervisors and consumables.
Delayed certification or customer acceptance can delay collections.
A major contract can require a performance guarantee or working-capital commitment.
Evidence to request before setting a price
Ask for contract billing matched to site payroll and collections. Request monthly records covering at least a complete operating cycle, then explain differences between operating records, invoices and bank collections. Keep customer and employee information within an authorised confidential diligence process.
- Site profit reports: confirm the period, completeness and reconciliation to the financial model.
- Contract expiry schedule: confirm the period, completeness and reconciliation to the financial model.
- Receivables ageing: confirm the period, completeness and reconciliation to the financial model.
- Guarantee register: confirm the period, completeness and reconciliation to the financial model.
- Mobilisation budgets: confirm the period, completeness and reconciliation to the financial model.
Separate return on capital from the work of ownership
A working owner may supply management, sales, technical delivery or customer relationships. Identify those tasks, the hours involved and a realistic replacement budget. Deduct costs that are missing from the reported cash flow. Do not deduct an expense twice if it is already included. Allow for mobilisation and service equipment using asset condition and maintenance evidence, rather than a generic percentage of sales.
A transparent financial illustration
The following figures are invented solely to demonstrate the method. They are not ORDENNE listing figures, market averages, valuations or forecasts for facilities management businesses. Entry costs and working capital are treated as additional to the asking price; verify the actual sale terms to avoid counting the same amount twice.
| Input or result | Illustrative amount |
|---|---|
| Asking price | AED 1,340,000 |
| Entry costs | AED 51,000 |
| Initial operating working capital | AED 134,000 |
| Base total initial capital | AED 1,525,000 |
| Base annual buyer cash flow | AED 372,000 |
| Modelled annual revenue | AED 3,120,000 |
| Adjusted annual cash flow | AED 372,000 |
| Adjusted initial capital | AED 1,525,000 |
| Adjusted annual cash yield | 24.4% |
| Simple payback at constant adjusted cash | 4.10 years |
In this example the base annual cash yield is 24.4%. The adjusted result is 24.4%, using AED 372,000 of annual cash against AED 1,525,000 of capital. The difference is a mechanical result of the specified inputs. It is not evidence of the cash this type of business usually earns, and it should not be substituted for a verified business forecast.
How this business could differ from a property investment
A property and an operating business should be compared on total initial capital and net cash after recurring costs. For this sector, the operational driver is contract contribution after on-site staffing; that exposure is different from a tenancy and vacancy model. Add a value for your own time, then examine the consequences of losing key people, customers or access to premises. Neither an asking yield nor a promised resale value proves that the investment will outperform another asset.
Questions for the first serious buyer conversation
- What exactly transfers: shares, selected assets, contracts, stock and trading identity?
- Which owner tasks must be replaced, and what does the cash-flow figure already deduct?
- Which records support contract contribution after on-site staffing and the reported collections?
- Who owns mobilisation and service equipment, and what spending is likely during the holding period?
- What happens to deposits, unfinished work, customer commitments and opening working capital?
- Which landlord, customer, supplier or issuing-authority consents must be confirmed before relying on continuity?
Turn the review into a decision
Build a base case from reconciled figures, a downside case from explicit operating shocks and a cash reserve from a monthly funding schedule. Use the actual transaction interest: a minority investment cannot be evaluated as though the buyer controls all company cash. For a UAE transaction, confirm the applicable licensing authority, transfer steps, tax treatment and professional requirements for the particular activity and structure. This guide does not assert a universal approval path or fee.
Read the financial methods
- Cash yield, ROI and payback
- Owner salary and business returns
- Working capital beyond the asking price
- Stress-testing the acquisition
- Use the investment calculator
Explore current businesses in the broader sector · Register your acquisition brief
ORDENNE acquisition framework. Illustrative figures; no sector return benchmark or investment outcome is asserted. Based on general cash-flow arithmetic and the operating questions above. Legal, tax and regulatory points require transaction-specific verification.