Succession Readiness Planner

Score your leadership bench, knowledge transfer, and ownership plan, and get a year-by-year succession roadmap.

Example scenario—not a forecast or verified benchmark. Enable JavaScript to edit inputs, view charts, save locally and export your analysis.

Example inputs

Most likely succession path: management
Years until you want to step back: 4
There is at least one internal person who could run the business within 2 years.: 3
Each senior role has a named backup who could step in tomorrow.: 2
Potential successors are already making real decisions with P&L accountability.: 2
Key customer relationships are held by people other than the owner.: 2
Critical know-how (pricing, estimating, vendor terms) is written down.: 2
If the owner were unavailable for 3 months, important knowledge would be lost.: 4
We have decided how ownership will transfer (sale, gift, buyout, ESOP).: 2
We have a current, independent valuation of the business.: 1
A buy-sell agreement is in place and funded (insurance or a payment plan).: 2
The owner knows how much they need from the business to retire.: 3
The likely successor can realistically finance the purchase.: 2
The owner's retirement depends on getting all-cash at close.: 3
Family members and partners agree on who will lead next.: 3
Decision rights and roles after the transition are written down.: 2
We have advisors (attorney, CPA, wealth planner) working together on the plan.: 2

Succession readiness: 30/100 (At risk). You need about 5 years of preparation against a 4-year timeline (tight).

Pick the transfer path (family, management buyout, ESOP, or third-party sale) and get a valuation and tax plan for it.

Have the owner document key relationships, pricing logic, and vendor terms, and introduce the successor to the top 20 customers.

Name a successor candidate for every leadership seat and give each a written 12-month development plan with stretch assignments.

Either extend your timeline or accept a riskier handoff with more seller financing or a longer consulting role.

Management buyouts usually rely on seller financing; the stronger the bench, the more the seller can safely carry.

Pick the transfer path (family, management buyout, ESOP, or third-party sale) and get a valuation and tax plan for it.
Have the owner document key relationships, pricing logic, and vendor terms, and introduce the successor to the top 20 customers.
Put the plan in writing with your attorney and CPA, and review it with your successor every quarter.

Scores are self-reported and the five areas are weighted equally.
Rule of thumb: about 9 months of focused work per area scoring below 60, plus a year of overlap with the successor (most successions take 3-5 years).
Tax, estate, and legal structuring depend on your situation; confirm with qualified advisors.