Key-Person Dependency Is a Valuation Input, Not a Culture Note
When one engineer is the only path to production, the buyer is not acquiring a system. They are acquiring an employment risk.
Concentration risk shows up in the deal structure long before it shows up in the report. Retention packages, extended earnouts, and escrow adjustments are all downstream of a single question: what happens to this product if that person leaves in month four?
Mapping it honestly
We trace deployment authority, production access, incident response history, and undocumented operational knowledge. The output is a map of who can independently ship, recover, and extend each part of the system.
Most targets can materially reduce this exposure in a quarter through documentation, access redistribution, and one or two deliberate handovers. Very few do it before a buyer asks.
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