Small operating problems can add up to a large yearly cost. If you're getting ready to sell your business, look at the full list before choosing what to fix. One issue may seem small. Several may not.
Start with what you can measure
I once walked through an example with an operator. One referral issue might cost $15,000 a year. A second problem might cost $20,000. A third might cost $60,000. Those are examples, not a forecast for your company.
Each number needs a reason behind it. What happened? How often? What did it cost? Keep facts separate from guesses. If part of the math is unclear, say so.
Look at the whole business
It's easy to focus on one visible problem. But the first issue you find may point to others. The goal is to find the total cost, not just the easiest problem to name.
For a smaller business, several small leaks may need to be reviewed together. In a larger company, one costly issue may be enough to support a focused project. The work should fit what you find.
Choose what to fix first
Make a short list of each issue, its estimated yearly cost, and what you still need to learn. Then decide who can own the fix.
Before you go to market, turn that list into a plan. Mark what you can prove, what still needs checking, and who will own each fix. Start with the costs you can measure. You may not fix everything before a sale, but you should be able to explain what you found and what you're doing about it.
If you're selling, your numbers should be clear enough to explain. Read what buyers may check during due diligence.
If you need help finding someone to own an operating fix, find an operator who fits your business.