Multi-period financial statements showing a growth trend, signed or pending client contracts, and a business plan with revenue projections tied to specific, named scaffolding opportunities.
Show a trend line and named opportunities, not a single year's numbers
A single year of financial statements showing profit at owner-support levels tells an adjudicator very little about where the business is headed, so the stronger approach is presenting at least two comparable periods to show whether revenue and any staffing are moving upward, holding flat, or declining. Alongside that, signed contracts or letters of intent for additional scaffolding work at other plant sites give concrete, dated evidence of a pipeline beyond the current client base. A business plan should translate that pipeline into specific revenue and hiring projections tied to named opportunities rather than general statements about industry demand. Together, a trend line, a documented pipeline, and a plan grounded in specific opportunities give the adjudicator something to evaluate beyond a static owner-support snapshot.
The seller's package — three years of statements and returns, the payroll register with hours, an equipment list separating owned from leased, supplier and customer contracts, and the premises lease — supports substantiality, the operating nature of the enterprise and the marginality analysis.