For owners of privately held companies
The largest asset you own
is the one nobody measures.
A statement arrives every quarter for the part of your wealth held outside the business. For the part held inside it, which is nearly all of it, nothing arrives at all. That is the part Baru measures.
Where to start
Two lines of work, and the thinking behind both
Enterprise Value
What the business is worth today, what stands between that and what it could be worth, and the earliest date your record will support a sale at the right price. For owners two or more years from a transition.
Enterprise Value →CFO Services
Strategic finance for a company that has outgrown its bookkeeping. Where the cash actually goes, what your numbers are telling you, and the reporting a board would expect. Often the first thing an owner needs, whether or not a sale is anywhere on the calendar.
CFO Services →The Exit Briefing
Every week I write about what a buyer actually reads, what it costs an owner when they find something, and which problems no amount of money fixes quickly. Weekly since March 2026.
The Exit Briefing →Why this work belongs early
By the time somebody tells you, it is a price rather than a plan
It is all in one place.
Eighty to ninety percent of an owner's net worth sits inside a single private company. In any other asset, every advisor in the country would call that concentration and say so out loud.
Nobody was hired to look.
Your CPA is engaged to keep you compliant. Your attorney arrives when there is a document. Your wealth advisor cannot see inside the business. The first person paid to read your company as a stranger works for the buyer.
The record is already being written.
What a buyer reads is not the company you run today. It is the last three years of it, already closed and already filed. Which is why this belongs years before anyone decides to sell.
Who does the work
One advisor, on your side of the table
Guillermo Birmingham is a CPA who has run finance inside companies, prepared owners for transitions, and sat in the seat that closes them.
Most advisors have done one of those three. Having done all three is why nothing gets lost when the work moves from preparation to execution, and why the specialists who run a transaction can be coordinated rather than handed the file.
Start with a conversation
Bring what you have and what you are thinking about. Cash, a sale, or the fact that you are not sure which one you are asking about yet. If a transition is years away, that is the right time to be having this conversation rather than the wrong one.