How Key Person Risk Impacts Your Business Valuation

Key Takeaways

Key person risk is one of the most common, controllable reasons a profitable business receives a lower valuation than its earnings suggest.
Buyers and valuators explicitly price key person dependency into multiples, earnings adjustments, discounts, and deal structure.
Founder-led and closely held companies carry the highest exposure because decision-making, relationships, and knowledge often remain centralized long after the business has scaled.
Five structural drivers operational control, relationship concentration, reputation, culture, and specialized knowledge determine where you land within a key person discount range that can materially affect enterprise value.
A deliberate, multi-year approach to mapping, prioritizing, and reducing these dependencies can narrow the valuation gap between what your business is worth on paper and what a buyer would pay.

Article at a Glance

Key person risk is one of the most common reasons a profitable, growing business receives a valuation that leaves its founder underwhelmed. The financials look strong, but buyers see a different picture: one where earnings, relationships, or operations depend too heavily on a single individual, and they adjust price and deal terms accordingly.

For founders in the five to seventy five million net worth range, that adjustment is not academic. It shows up as lower offers, more aggressive earn outs, heavier reliance on seller financing, and in some cases, stalled or failed transactions. Key person risk also shapes your options long before a sale: it constrains leadership capacity, stretches your calendar, and keeps your personal freedom tied tightly to day to day operations.

The good news is that key person risk is measurable and manageable. Once you see where dependency actually lives inside the business, you can treat it as a structural problem rather than a personality issue. With the right framework, you can reduce those dependencies over time, improve enterprise resilience, and walk into valuation and deal conversations with a stronger, more transferable business.

ClearPoint Family Office integrates key person risk into a broader view of enterprise value, Freedom Point, and exit readiness. The goal is not to remove founders from their business overnight, but to help them shift from indispensable to optional in a way that supports both business value and personal goals.

Why One Person Can Quietly Erode Millions in Value

Most founders understand that concentration risk is unacceptable in an investment portfolio. The same principle applies inside a company. When critical decisions, client relationships, technical knowledge, or cultural authority sit with one person, the business becomes fragile in ways that are not obvious from standard financial reports.

The income statement can look healthy. Revenue grows, margins hold, EBITDA expands. Underneath, however, the business may rely on a dependency that disappears the moment that person is unavailable whether through death, disability, resignation, or a sale that changes their incentives. Sophisticated buyers design their due diligence to uncover these dependencies, and when they do, price and structure change quickly.

For founders relying on the business to fund retirement, family security, or a new venture, a discount driven by a risk that could have been addressed systematically is one of the more avoidable setbacks. The loss is not theoretical. It appears in reduced enterprise value, more restrictive terms, extended earn outs, and in some cases, a complete lack of interest from the buyers you hoped to attract.

How Owner Dependence Shapes Exit Timing and Deal Terms

Key person risk does more than trim the valuation headline. It reshapes how a transaction is structured and how long you remain tied to the business. When a buyer sees heavy founder dependence, they may still proceed, but will usually:

Require the founder to remain in the business for an extended transition period.
Tie a meaningful share of the purchase price to post close performance.
Reduce upfront cash in favor of earn outs, rollover equity, or seller financing.

For a founder who expected a clean exit, this can feel like a second job with higher stakes and less control. The dependency built over many years is now priced into the only liquidity event your business is likely to see. Key person risk is not just a pre sale concern; it shapes your strategic options, leadership capacity, and personal freedom long before you ever sign an engagement with an investment banker.

What Key Person Risk Really Means in a Valuation Context

In valuation terms, key person risk is the degree to which a company’s earnings, relationships, operational continuity, or strategic direction depend on one or a small number of individuals. It is not a question of importance or talent. The sharper question is whether the business would perform materially differently without them and how long it would take to close that gap.

If the honest answer is that revenue, client retention, operational stability, or strategic decision quality would decline meaningfully, valuators treat that difference as risk. In any income based valuation model, higher risk reduces value, even if current earnings appear stable.

Key Person Risk vs Succession Planning

Succession planning is typically framed as a long horizon leadership topic. It focuses on future leadership roles, career development, and board level planning. Key person risk, as buyers and valuators use the term, is more immediate. It reflects the probability weighted impact on cash flow and enterprise stability if a critical individual exits on a shorter timeline, planned or unplanned.

Succession planning is one tool for addressing that risk, but it is not sufficient if underlying structural dependencies remain intact. A documented successor on paper does not help much if decisions, clients, knowledge, and culture are still routed through the current key person in practice.

When Valuators and Buyers Start Paying Attention

In a formal valuation, key person risk usually surfaces in the qualitative risk assessment that informs the discount rate or capitalization multiple applied to normalized earnings. It is also a recurring theme from the first management meeting with potential buyers.

Experienced deal teams listen closely for signals such as:

“I handle all the major client relationships personally.”
“Our process is mostly in my head at this point.”
“The team really looks to me for direction on anything strategic.”

Each statement is a data point. Buyers trace those comments into the financials, the organizational chart, and customer concentration analysis. As those patterns connect, they gain a documented basis for viewing the earnings stream as more fragile than the numbers alone suggest.

Why Founder Led and Closely Held Companies Face the Most Exposure

Founder led and closely held businesses almost always start with high key person dependency. In the early years, concentrated decision making and heavy founder involvement are strengths. The founder’s relationships win the first clients. Their judgment anchors culture. Their technical skill or reputation creates the early edge.

The issue is not that this pattern exists, but that many businesses never fully transition out of it. By the time annual revenue reaches eight figures, the founder may still be the hub of every major decision, relationship, and innovation. At that scale, the same level of dependence that once accelerated growth now shows up as a valuation concern.

Smaller teams, limited management depth, informal governance, and undocumented systems magnify the exposure. None of this reflects a character issue. It is a structural pattern that needs to be surfaced and addressed.

Who Actually Counts as a Key Person in Your Business

“Key person” is often assumed to mean the founder or CEO, and in many cases that is accurate. Dependency, however, can live anywhere in the organization. Some of the most consequential risks reside in roles that receive little outside attention.

Typical key person profiles include:

The founder or majority owner whose relationships, reputation, and judgment drive most revenue or strategic direction.
A lead salesperson or business development executive who personally owns the top tier client relationships.
A technical specialist whose expertise underpins service delivery or core processes, but whose knowledge lives primarily in their head.
A financial controller or CFO who understands how the numbers are assembled, interpreted, and presented, with limited documentation.
A production or service delivery leader whose absence would immediately disrupt quality or client experience.

Any of these roles can represent key person risk depending on how much value flows through them, how thin the internal bench is, and how easily their contribution can be replicated.

The Five Most Common Key Person Profiles

Most material key person problems cluster around five familiar archetypes:

Profile	Core Dependency	Typical Risk Signal
Founder Operator	Daily decisions and client relationships	Everything important routes through the owner
Revenue Anchor	Concentrated sales and renewals	Top clients insist on dealing with one person
Technical Custodian	Proprietary processes and know how	Critical work breaks if this person is unavailable
Culture Carrier	Team cohesion and engagement	Loyalty is to the individual more than to the organization
Strategic Connector	Industry network and strategic access	Pipeline and partnerships follow one person’s relationships

Many founder led businesses have at least two of these profiles active at once, which compounds the risk.

Why Job Title Does Not Define Key Person Status

Buyers and valuators do not assess key person risk by job title. They map the actual flow of decisions, relationships, and knowledge. A long tenured vice president with institutional knowledge and quiet influence can represent greater risk than a CEO who has already built an empowered leadership team.

Promotion to a senior title does not reduce dependency on its own. Unless that promotion is paired with real authority transfer, shared relationship ownership, documentation, and time for the organization to prove it functions without constant intervention, the risk profile does not change much.

The Real Test: What Happens to Cash Flow if They Leave

A simple diagnostic question sits at the heart of key person analysis: if this individual is unavailable for six months starting tomorrow, what happens to revenue, client retention, operational continuity, and strategic decision making?

Helpful follow on questions include:

Would top clients reduce spend or explore alternatives?
Would critical processes slow, stall, or drop in quality?
Would the leadership team need external help to keep decisions moving?
Would key suppliers or partners reconsider terms or commitment?
Would new business development pause while the organization recalibrates?

If the answer to several of these is yes, the dependency is real. From a valuation perspective, the severity is a function of both impact and how long it would take to restore performance.

How Valuators and Buyers Price Key Person Risk

Key person risk increases perceived uncertainty around future earnings. That uncertainty is reflected in four main areas: the multiple, the earnings base, direct discounts, and deal structure.

At a high level:

The same earnings receive a lower multiple when dependence on one person is high.
Reported EBITDA may be adjusted downward to reflect what it would cost to replace that person.
A separate key person discount may be applied to enterprise value in formal appraisal contexts.
Buyers may insist on structures that shift more risk back to the seller.

Understanding these mechanics gives founders a clear line of sight into where value is currently leaking and where structural improvements can recover it.

The Core Valuation Equation: Earnings Divided by Risk

Most income based valuation methods reduce to a simple idea: value equals earnings divided by risk. Earnings are what the business produces. Risk reflects the certainty that those earnings will continue. Higher risk means a higher discount rate or lower multiple, and therefore a lower valuation, even if earnings remain unchanged.

Key person dependency is a named risk in many valuation standards. When an appraiser builds up a discount rate or chooses a capitalization multiple, they typically include a specific company risk premium that covers items like customer concentration, governance quality, and key person exposure.

The practical outcome is straightforward. Two companies with identical earnings can end up with materially different valuations, purely because one has invested in reducing its dependence on a single individual and the other has not.

Same Earnings, Different Values

Consider two manufacturing businesses, each generating three million in EBITDA.

Business A: The founder manages all key client relationships, approves all capital decisions, and is the primary contact for major suppliers.
Business B: A four person leadership team shares authority, client coverage is deliberately spread across account teams, and the founder has been stepping back from daily decisions for several years.

A buyer evaluating these companies might assign a five times multiple to Business B and a three and a half times multiple to Business A. On identical earnings, that difference produces a valuation gap of four and a half million. The spread is key person risk, priced into the deal.

Three Common Technical Adjustments

When key person risk is present, valuators and buyers tend to use a mix of three technical levers.

Capitalisation multiple reductions
- Industry multiples might indicate five to six times EBITDA for your sector.
- After factoring key person risk, a particular business might only support three and a half to four and a half times.
- On a two and a half million EBITDA business, each full turn of multiple represents roughly two and a half million in enterprise value.
Cash flow and earnings normalizations
- If the founder is performing multiple roles while paying themselves less than a market rate, the appraiser may adjust earnings downward to reflect what it would cost to hire that capability.
- In founder operated businesses optimized for tax efficiency rather than comparability, this adjustment can be substantial and compounds any multiple reduction.
Direct discounts to enterprise value
- In some formal appraisals, especially for estate, buy sell, or minority interest purposes, an appraiser may calculate value and then apply a separate key person discount.
- Where dependency is severe and unmitigated, that discount can reach into the double digits as a percentage of enterprise value.

These adjustments are judgment calls guided by professional standards, not arbitrary penalties. They are the mechanical expression of how fragile or resilient the business appears when one person’s role is scrutinized closely.

Inside the Key Person Discount Range

Key person discounts are not drawn from a single universal table. They arise from a structured assessment of how dependent the business is on a specific individual and how well it would perform if that person stepped away.

In practice, valuation professionals often work within a range that stretches from small adjustments at the low end to significant discounts where dependency is high and unaddressed. The important point is that the range is wide and partially under your control.

What a Typical Range Looks Like

While there is no one standard, it is common to see discussion of key person discounts in the range of roughly five to thirty percent of enterprise value when the issue is present and meaningful. Extreme cases can sit above that, such as a sole practitioner service firm where all revenue, delivery, and strategy depend on one person with no internal bench or documentation.

Factors that Push a Business Toward the Higher End

Characteristics that tend to move a business up the range include:

Minimal leadership depth below the founder or key person.
More than forty percent of revenue tied to relationships one person exclusively manages.
Little or no process documentation or institutional knowledge transfer.
No non compete, retention, or continuity agreements for key individuals.
A business model that leans heavily on the individual’s personal reputation rather than an institutional brand.

What Moves a Business Toward the Lower End

The following mitigation factors usually support smaller discounts and more favorable judgment from buyers and valuators:

Mitigation Factor	Typical Impact on Discount	Why It Matters
Documented processes and operational playbooks	Reduces discount	Shows that operations are not dependent on one person’s memory
Established second tier management team	Reduces discount	Gives buyers confidence in post transition leadership continuity
Shared client coverage for major accounts	Reduces discount	Lowers feared churn tied to individual departure
Key person life and disability coverage	Reduces discount modestly	Partially offsets financial shock, though not operational loss
Non compete and retention agreements for key individuals	Reduces discount	Provides contractual continuity during and after a transition
Owner reducing operational involvement over several years	Significantly reduces discount	Demonstrates that the business can operate without daily oversight

These are guidelines, not a formula. Different industries and buyers will weight factors differently. The strategic point is clear: if your current profile places you toward the high end of the range, a two to three year period of deliberate de risking can move you back toward the middle or lower end and reclaim value that would otherwise be left on the table.

For founders whose personal financial freedom depends on harvesting full value from a single primary asset, that shift is as much a personal planning decision as a business one.

Five Structural Drivers of Key Person Risk

Key person risk is rarely the result of a single decision. It usually arises from five structural patterns that develop over the life of the business. Each can be assessed on its own and addressed with targeted changes.

1 Operational Control and Decision Bottlenecks

The first and most common driver is operational centralization. Meaningful decisions, approvals, and problem solving continue to flow through one individual long after the team is large enough to share the load.

Approvals for capital expenditures, non standard client agreements, vendor selection, senior hires, and pricing exceptions may technically involve others, but in practice nothing moves without the founder’s input. To the founder, this can feel like responsible leadership. To a buyer, it looks like a single point of failure.

During diligence, buyers question multiple leaders about how decisions are made and who has authority. When answers consistently point back to the same person, the conclusion is that the business is not independently operable. That conclusion feeds directly into risk adjustments and deal structure.

The practical mitigation is a clear delegation of authority framework that documents who can approve what, at what thresholds, and under which conditions. When that framework is in place and supported by months of operating history, the story you tell about independence carries more weight.

2 Customer and Supplier Relationships Concentrated in One Individual

In many service, distribution, and B2B environments, relationship concentration is the single largest driver of key person risk. When major clients, critical suppliers, or strategic partners interact primarily with one person, revenue and terms depend heavily on that individual’s presence.

Buyers often test this by speaking directly with customers and partners. If those stakeholders consistently explain their loyalty in personal terms, not institutional ones, the buyer has direct evidence that a change in personnel could trigger churn or renegotiation.

From a valuation perspective, revenue tied to personal relationships is considered lower quality. It justifies lower multiples and higher discount rates. Revenue quality analyses may even apply probability based haircuts to specific client streams, reducing the earnings base before any multiple is applied.

3 Reputation, Brand, and Industry Network Tied to One Name

In some businesses, the most valuable asset is reputation. That asset can be fragile when it is closely associated with a single individual rather than the firm. Prospects, partners, and recruits may respond to the person more than the brand.

This pattern is common in specialized services, advisory firms, and niche technical businesses where the founder has built a long standing presence in the industry. The challenge for a buyer is simple: personal reputation does not transfer. Board seats, speaking roles, and informal referral networks usually remain with the individual, not the entity being acquired.

If the pipeline, strategic partnerships, or premium positioning depend primarily on one name, buyers will discount their confidence in the growth story under new ownership. The mitigation involves intentionally shifting visibility and credibility from the individual to the organization by sharing the stage, publishing under the firm brand, and building firm level credentials and recognition.

4 Talent and Culture Anchored to One Leader

Culture risk is harder to quantify but shows up quickly in post deal integration. When employees are loyal primarily to a founder, not to the organization, a transition in ownership or leadership can trigger attrition and disengagement.

Common signs include:

Team members whose primary professional identity is tied to working for a specific person.
Advancement driven by personal advocacy instead of a clear talent system.
Culture transmitted through the founder’s presence and stories rather than documented values and management practices.

For buyers, this means they must budget both for potential attrition and for the work required to rebuild engagement under new leadership. That expected cost and disruption is priced into valuation and reflected in preference for structures that keep the founder close to the business longer than they might prefer.

5 Specialized Technical Knowledge with No Real Backup

In manufacturing, engineering, software, healthcare, and professional services, a substantial portion of value often resides in specialized knowledge. When that knowledge is held by one person, with limited documentation and no internal successor, the business carries a form of fragility that worries both buyers and appraisers.

Critical questions include:

Which processes, systems, or client solutions would break if a single expert left?
How fully are methods, formulas, or designs documented?
Who else can troubleshoot or innovate in these areas at a comparable level?

If the honest answers reveal heavy concentration, the combination of operational risk and replacement cost feeds directly into key person adjustments. The remedy is disciplined documentation, cross training, and deliberate development of second line technical leaders well before a transaction is on the horizon.

What a Low Key Person Risk Company Looks Like

From a valuation and buyer perspective, a lower risk company is not one where the founder is invisible. It is one where the business demonstrably operates, grows, and adapts without relying on any one individual to keep the system running.

Key characteristics include:

A management team with clear, documented decision authority and a track record of acting on it.
Institutional client relationships that involve account teams, not just one relationship owner.
Documented processes for core operations, with enough detail that new hires can ramp without direct access to the original architect.
A culture anchored in shared values and practices rather than one personality.
An institutional brand that attracts opportunities independent of any one person’s profile.

When a business can show several years of performance under these conditions, buyers see a more resilient earnings stream. That perception supports stronger multiples, less aggressive discounts, and more flexible deal structures.

A Practical Framework for Reducing Key Person Risk

Reducing key person risk is best treated as an ongoing leadership discipline, not a last minute clean up before sale. The following five step framework provides a practical path from diagnosis to action.

Step 1 Map Where Dependency Actually Lives

Start with a rigorous inventory of roles, relationships, decisions, and knowledge that would create problems if a specific individual stepped away. This exercise should focus on how the business actually operates, not how it is drawn on paper.

Work through four dimensions:

Operational decisions: who truly approves what, at what thresholds.
Revenue relationships: which clients, partners, or suppliers interact primarily with whom.
Technical and process knowledge: where critical know how formally resides.
Culture and talent authority: whose presence most strongly anchors engagement and cohesion.

For each potential key person, estimate the revenue at risk, expected operational disruption, realistic replacement timeline, and whether existing mitigations are in place. The output is a prioritized map of where risk is highest and most visible to an external party.

Step 2 Prioritize the Highest Value and Most Fragile Areas

Not every dependency warrants immediate attention. Focus first on those that combine high value at risk with high difficulty of replacement.

A simple way to prioritize is to rank each dependency on two axes:

Impact: the financial and operational effect if the person is unavailable for six months.
Replaceability: how difficult and time consuming it would be to restore equivalent capability.

Dependencies that score high on both should move to the top of your agenda. In many businesses, two or three key dependencies account for most of the valuation gap, which makes targeted progress realistic within a two to three year horizon.

Step 3 Build Redundancy into Roles, Relationships, and Processes

Once critical areas are identified, design redundancy deliberately. This does not mean doubling staff in every function. It means creating overlapping capability where it matters most.

Tactics include:

Cross training deputies and peers on critical processes and decisions.
Introducing additional team members into key client and supplier relationships.
Moving from one to many communication patterns in leadership and culture.
Capturing tacit knowledge in playbooks, standard operating procedures, and working documents.

The goal is to prove, in real time, that the business can function at quality without constant intervention from any single person.

Step 4 Align Contracts, Incentives, and Risk Tools

Operational changes are central, but they work best alongside aligned contractual and financial protections.

Areas to review include:

Employment and incentive agreements for key individuals.
Non compete, non solicitation, and retention structures tied to critical transition periods.
Insurance arrangements that help cushion financial impact if a key person dies or becomes disabled.

These tools do not replace the need to de risk operations, but they show valuators and buyers that leadership has taken key person exposure seriously and built a layered approach to managing it.

Step 5 Make Key Person Risk Part of Ongoing Leadership Reviews

Finally, treat key person risk as a recurring agenda item in leadership and board conversations, not a one time project.

Practical ways to embed this include:

Reviewing the dependency map annually and updating it based on changes in team, structure, or strategy.
Incorporating key person considerations into succession planning, capital allocation, and strategic planning cycles.
Tracking a small set of indicators, such as percentage of revenue with multi person coverage, number of documented critical processes, and depth of leadership bench in key roles.

This cadence keeps the topic visible and allows progress to compound quietly in the background, long before any formal valuation or sale process begins.

How This Plays Out in Real Businesses

Abstract frameworks matter less to founders than how these dynamics show up in the real world. The following composite scenarios illustrate how key person risk can influence value and deal outcomes in practice.

Scenario 1: Founder Centered Company Facing a Sale Window

A founder led services firm spends two decades building relationships and a strong reputation. The business generates healthy margins and several million in annual earnings. By the time the founder considers a sale, nearly all major clients expect to deal with them personally, and the leadership team is experienced but not accustomed to independent authority.

During diligence, buyers hear consistent messages: the founder approves all major decisions, negotiates all significant contracts, and steps in personally when any large client escalates a concern. Buyers respond with lower multiples, heavier reliance on earn outs, and requirements that the founder remain active in the business longer than expected. The founder still exits, but not on the terms or timeline they hoped for.

Scenario 2: Technical Expert at the Center of a Niche Business

A manufacturing business relies on a single senior engineer who designed core processes and equipment. Their knowledge is only partially documented and there is no obvious internal successor. When owners seek a valuation, the appraiser applies a specific company risk premium and contemplates a direct key person discount because the loss of that expert would disrupt production for months.

Faced with this, the owners choose to delay any sale and focus on documentation, cross training, and building a small internal engineering team. When they return to the market several years later, buyers see a more resilient operation, leading to stronger offers and more conventional deal structures.

Scenario 3: Relationship Driven Revenue with Shared Coverage

Another founder recognizes early that concentrated relationships will limit future options. Over a three year period, the company moves its top client accounts to team coverage, builds documented account plans, and involves both sales and delivery leaders in regular executive touchpoints.

When a buyer reviews the business, client references describe a relationship with the organization rather than a single person. Churn risk is perceived as lower, deal confidence is higher, and the buyer is comfortable offering a multiple closer to the upper end of industry norms with fewer earn out contingencies. The founder’s years of deliberate de risking show up directly in valuation and in the level of flexibility available at the negotiation table.

Questions Founders Commonly Ask About Key Person Risk

Is Key Person Risk Really a Valuation Issue, or Just a Management Concern?

Key person risk is both. Operationally, it affects how the business runs today. In valuation work, it is an explicit factor that influences discount rates, multiples, and discounts. Buyers and appraisers view it as a core element of specific company risk, not a side topic.

How Much Value Could Our Dependency Realistically Put at Risk?

The exact number depends on your earnings, industry, and the severity of the dependency, but examples where a single extra turn of multiple is lost are common. On multi million dollar EBITDA, each turn of multiple represents a meaningful amount of enterprise value. Structural improvements that narrow the key person discount range can reclaim a portion of that differential.

Does Key Person Risk Only Matter if We Are Planning to Sell Soon?

Key person exposure matters long before a sale. It influences how lenders view your business, how minority investors underwrite risk, and how much freedom you have to step back or redirect your own time. Treating it early gives you more options, including the option not to sell under pressure later.

Can Insurance or Legal Protections Make Up for Operational Dependency?

Insurance, retention agreements, and non compete provisions are useful tools, but they are not substitutes for a resilient operating model. Buyers may give some credit for these protections, especially around sudden loss events, but they will still discount earnings that appear dependent on one person’s day to day involvement.

How Early Should We Start Working on This if We Think a Transition Is Coming?

A realistic timeframe for meaningful change is two to three years. That window allows you to shift relationships, document processes, empower leaders, and demonstrate a track record of operating under the new structure. Waiting until the year before you want to sell compresses the options and limits how much value you can reasonably recover.

What If Our Culture or Clients Expect Access to a Specific Leader?

Many successful businesses are built on personal access in the early years. The transition is not about removing that access overnight. It is about pairing it with visible, competent alternatives, then gradually leading stakeholders to rely more on the team and the institution. Done thoughtfully, this can preserve the benefits of personal touch while reducing the valuation penalty associated with single point dependency.

Turning Key Person Risk into a Strategic Advantage

Key person risk is not a moral failing or a sign that something has gone wrong. It is the natural byproduct of building a business that worked. The strategic question is whether you leave that dependency in place now that the stakes have grown, or whether you treat it as one more lever in your enterprise value and personal freedom plan.

For many founders, the most effective next step is to bring key person exposure into a broader conversation about business value, exit readiness, and Freedom Point. That conversation works best when it includes not only your internal leadership team, but also the external professionals who understand your tax, legal, and personal balance sheet dimensions.

If you want to understand where key person exposure is sitting inside your business today, and how it intersects with your valuation, exit options, and personal plans, consider commissioning a coordinated enterprise value and key person risk review. ClearPoint can work alongside your CPA, attorney, and other advisors to map your current dependencies, benchmark the potential valuation impact, and outline a phased mitigation plan tailored to your business, time horizon, and goals.

ClearPoint Family Office offers tax planning, consulting, and preparation, as well as estate and business consulting. ClearPoint Family Office does not offer investment advice. When appropriate, ClearPoint Family Office may refer clients to Arlington Wealth Management, an SEC registered investment adviser, for advisory services. Registration as an investment adviser does not imply a certain level of skill or training, and the content of this communication has not been approved or verified by the United States Securities and Exchange Commission or by any state securities authority. ClearPoint Family Office and Arlington Wealth Management are affiliated entities under common ownership.