Build a business buyers want.
Why do so many good owners believe their business can't be sold, or can't be sold for what it's worth?
Spend two days in the room with owners who are answering that question with their own numbers. Leave with a clear read on what your business is worth today, what is holding it back, and a 90-day plan to fix it.
Guest pass video. Recorded on the teleprompter from the guest pass VSL script.
Most owners find out what buyers think too late.
A buyer looks at your business differently from the way you run it. By the time most owners see that view, the deal is on the table and there is no time left to change the answers.
- The business still depends on you for sales, key clients or big decisions.
- Profit is good, but you have no clear idea what multiple it would earn.
- You have had an approach, or expect one, and don't know whether to take it seriously.
- Your accounts tell the story you need for tax, not the one a buyer needs to see.
- You want the option to sell in three to seven years, but nobody is helping you build towards it.
- The people around you think you've made it. You know there is another level.
If two or more of those are true, the two days were built for you.
Request a guest passOwners already doing the work.
The guest pass puts you in the room with the current members of Dan Bradbury's mastermind: founders running established businesses who are building value on purpose.
Grayscale portrait
[Result in their words: before, after, timeframe.][Name] · [Business]
Grayscale portrait
[Result in their words: before, after, timeframe.][Name] · [Business]
Grayscale portrait
[Result in their words: before, after, timeframe.][Name] · [Business]
Grayscale portrait
[Result in their words: before, after, timeframe.][Name] · [Business]
Grayscale portrait
[Result in their words: before, after, timeframe.][Name] · [Business]
Grayscale portrait
[Result in their words: before, after, timeframe.][Name] · [Business]
Grayscale portrait
[Result in their words: before, after, timeframe.][Name] · [Business]
Grayscale portrait
[Result in their words: before, after, timeframe.][Name] · [Business]
What members say about the room.
[One long-form member story, then six short clips. Filmed at a members day or on Zoom.]
Member name, business, the decision they made and what changed.
Two days. One honest read on your business.
[Guest pass model to confirm: decoy or genuine pass credited to first month of membership. Wording below works for both.]
What buyers pay for now
How acquirers value owner-managed businesses today, and the handful of factors that move the multiple. [Session detail]
Your sellability score
Score your own business against the same tests a buyer runs, in the room, with the numbers in front of you. [Session detail]
Hot seats
Members put their biggest constraint on the table and the room works it. You will see how other owners solve the problem you have. [Session detail]
The room itself
Two days with owners who have built, bought and sold. The conversations at lunch are often worth the trip on their own.
Playbooks and workbook
The event workbook and the templates used in the sessions, yours to keep and use with your team. [List of resources]
Your 90-day plan
You leave with a written plan: the three changes that will do most for your valuation, in order, with owners and dates.
The numbers speak first.
[Real figures only, supplied and verified by Dan. None of Oli's numbers carry over.]
Member name, business, before and after
Member name, business, before and after
Member name, business, before and after
[Short member quote about what changed in the business, in their words.][Name] · [Business] · [Sector]
[Short member quote about the valuation or a sale.][Name] · [Business] · [Sector]
[Short member quote about the room and the people in it.][Name] · [Business] · [Sector]
The wins wall
[Screenshots of member posts from the private group, shared with permission. Names visible or blurred, to agree.]
Screenshot
Screenshot
Screenshot
Screenshot
Screenshot
Screenshot
Screenshot
Screenshot
Screenshot
Could your business be the next one a buyer competes for?
Request a guest passTrusted by names you already know.
[Six endorsements from recognised founders, investors or advisers. Permission and wording confirmed with each.]
[One-line endorsement of Dan or the room.]
[One-line endorsement of Dan or the room.]
[One-line endorsement of Dan or the room.]
[One-line endorsement of Dan or the room.]
[One-line endorsement of Dan or the room.]
[One-line endorsement of Dan or the room.]
Eight things every buyer checks.
Most owner-managed businesses plateau in value long before they plateau in revenue. These are the eight areas the two days work through.
Owner dependence
Does it run without you?
Quality of profit
Clean, repeatable, provable.
Recurring revenue
Contracted income beats one-off sales.
Customer spread
No single client that can sink you.
Management team
People a buyer can back.
Systems and data
Answers in days, not months.
Financial records
Accounts built for scrutiny.
Growth story
A credible plan the next owner can run.
Find out where you stand on all eight, in the room.
Request a guest passTen reasons to take two days out.
If you are going to step away from the business for two days, it should be worth it. This is what you take back with you.
- 01
Find out what your business is actually worth
A grounded range based on how buyers price businesses like yours today, not a figure from a broker's opening pitch or a friend's sale five years ago. You will know which numbers drive it, and how far apart the best and worst cases really are.
- 02
See your business the way a buyer does
Buyers run the same tests whether you sell next year or in ten. Over two days you will work through them with your own numbers, so you see the gaps before someone across the table points them out.
- 03
Fix the things that move the price first
Most owners work on what is visible: the website, the office, the next hire. Buyers pay for something else. You will leave knowing which three changes will do most for your valuation, and which ones can wait.
- 04
Hear it from owners who have sold
Owners who have been through a sale will tell you what they would do again, what they would never repeat, and what they wish someone had told them three years earlier. You won't find that in a book.
- 05
Get your biggest problem worked on in the room
In the hot seats, members put the one problem they can't solve alone on the table and the room works it. Watching other owners tackle the problem you have is often worth as much as your own turn. [If guest pass includes a hot seat]
- 06
Make the business less dependent on you
Owner dependence is the most common reason buyers walk away or lower their offer. You will see how other owners have stepped back from sales, delivery and key decisions without losing control of the business.
- 07
Make your profit easier to prove
Good profit is not enough if a buyer can't verify it quickly. You will see what clean, repeatable, well-evidenced profit looks like, and what to change in your reporting so due diligence takes weeks, not months.
- 08
Leave with a written 90-day plan
Not a pile of notes. A short written plan with the changes in order, who owns each one and when it is due, ready to share with your team on Monday morning.
- 09
Build a peer group at your level
The people around you may think you've made it. The owners in this room will tell you the truth about your numbers, and many stay in touch long after December. Some of the most useful conversations happen over lunch and dinner.
- 10
Try the mastermind from the inside, with no commitment
A guest pass is the only way to see the room before deciding whether membership is right for you. Some guests join afterwards. Many don't. Either way you leave with the plan and a clearer view of your options. [Wording to confirm once the guest pass model is agreed]
1 to 2 December 2026, [City].
Grayscale. Exterior or the room itself.
[Venue name]
[Two or three sentences on the venue: why it was chosen, the room, the setting.]
| Dates | Tuesday 1 and Wednesday 2 December 2026 |
|---|---|
| Times | [09:00 to 17:30] both days |
| Address | [Address, postcode] |
| Travel | [Nearest station, airport, parking] |
| Stay | [Room block or nearby hotels] |
| Dinner | [Evening of 1 December, if included] |
There's a mastermind inside it.
The two days in December are one part of a wider advisory programme for owners building towards an exit. Some guests join afterwards. Many don't. Either way you leave with the plan.
[Programme name]: the 90-day accelerator
A focused 90 days on the changes that do most for your valuation, with support from Dan's team. [Two lines on what is included]
Membership and the mastermind
Rolling membership with the in-person mastermind at its centre, for owners who want the room and the accountability every quarter. [Two lines on what is included]
Pricing is discussed on the call
Three steps to your seat.
Request a guest pass
Complete the short application below. It takes about two minutes.
Book a call
If your application is a fit, you pick a time for a short call with [Dan or Daisy] to make sure the two days are right for you.
Claim your guest pass
Confirm your place, and we send everything you need to prepare for 1 December.
Why I run this in person.
Grayscale portrait
Hi there,
I have run a mastermind for owner-managed businesses since [2016]. Over that time the question I hear most has changed. It used to be "how do I grow?" Now it is "what is all of this actually worth, and what happens when I want out?"
Most owners only get a straight answer to that when a buyer is already at the table. By then it is late. The changes that move a valuation take months, sometimes years, and the owners who do best are the ones who start early and do it with people who have been through it.
A quick look at my background- [Businesses founded, built and exited, with years]
- [Members coached and combined turnover in the room]
- [Member businesses taken to sale, and typical outcome]
- [Books, programmes or recognition, if any]
- [The people behind the scenes: Daisy, Chris and the team]
[Two or three sentences in Dan's voice: why this matters to him personally. Facts to be confirmed by Dan.]
That is what the two days in December are for. If you are serious about building a business a buyer will pay properly for, I would like you in the room.
P.S. Guest passes are limited so the room stays the right size. If you are reading this and thinking "maybe next year", that is usually the year a buyer calls. [Confirm passes left line]
P.P.S. Not sure it's for you? Request a guest pass anyway. The call is short, and if the two days aren't right for your business we will tell you straight. Request your guest pass.
Frequently asked questions.
Who is this for?
Who is it not for?
I'm not planning to sell yet. Is it still worth coming?
What does the guest pass cost?
What happens on the call?
Can I bring a business partner or my finance lead?
What if I can't make it after booking?
Is what I share kept confidential?
Still have a question? Ask it on the call.
Build it with people who have done it.
If you own an established business and want it worth more in three years, whether or not you sell, request a guest pass and we will talk.
Take your seat for 1 to 2 December.
Guest passes are limited so the room stays the right size. Apply below and we will be in touch within [one working day].
- Two days with established owners building value on purpose
- A sellability score on your own business
- A written 90-day plan to take home