Hormuz Business Assessment

Assess a business through the factors that shape an investment decision, not value alone. Enter what you know to receive an indicative valuation range together with a structured view of access discount, investment readiness, counterparty risk, FX and inflation resilience, and expansion potential.

One structured assessmentComplete the essentials, then add optional detail to sharpen the result.
2 assessments per day
ValuationAccess discountInvestment readinessCounterparty riskFX resilienceExpansion potential
01

Company and decision context

Start with what the company does and why you are reviewing it. Optional fields can be left blank.

Use the legal or commonly used name of the specific company being assessed.

Optional

Useful for identifying the business. Leave blank if there is no public website.

Choose the sector that best describes the company’s main activity.

Choose the model responsible for most of the company’s revenue.

Choose based on current operations, not simply the company’s age.

This helps the tool prioritize the most relevant risks and next steps.

Optional

Choose only what the company can reasonably support with sales, usage or market-share evidence.

In two or three sentences, describe the main offer, customer, operating geography and revenue model.

02

Core financial anchors

Enter the figures you know in USD. One useful anchor is enough to begin; more complete inputs narrow the range.

Usually enough: revenue or profit from core operations. A listed, asset-heavy or early-stage company can instead use market value, owned assets, GMV with take rate, or a clear traction metric with one supporting figure.
Recommended

Enter revenue before expenses. For marketplaces, enter only commissions and fees retained.

$
Recommended

Enter EBITDA or operating profit for the same period. Use a negative number for an operating loss.

$
Optional

Choose EBITDA or operating profit exactly as reported. Choose “Not sure” rather than guessing.

Optional

Cash available to the company. Exclude receivables, inventory, land and equipment.

$
Optional

Include interest-bearing loans, bonds, mortgages and finance leases. Exclude ordinary supplier invoices.

$
Recommended

Estimated current value of owned land, buildings, machinery, vehicles and equipment used by the business.

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Improve the assessmentOptional details for narrower ranges and stronger risk analysis
Complete only what you can support. The tool lowers confidence when information is missing; it does not reward guesses.

Financial quality and currency exposure

Optional

Enter the percentage change in revenue, then identify how it was measured.

%
Optional

For Iranian statements, nominal rial growth is usually the correct choice unless the figure was already adjusted.

Optional

Use only when growth is nominal in rials or tomans.

%
Optional

Revenue left after the direct cost of the product or service.

%
Optional

Final profit or loss after operating costs, financing costs and tax.

$
Optional

Interest and similar costs paid on loans or other financing.

$
Optional

Share of revenue actually received from exports or in foreign currency.

%
Optional

Approximate share of costs that rise when the rial weakens, including imported inputs, software and foreign services.

%
Optional

Outstanding debt whose repayment is directly linked to a foreign currency.

$
Optional

Choose the company’s practical ability to pass higher costs to customers.

Optional

Approximate share likely to repeat through subscriptions, contracts or established repeat purchasing.

%
Optional

Percentage of total revenue generated by the single largest customer.

%
Optional

Listed companies only: share price multiplied by total shares outstanding, converted to USD.

$

Assets, operations and scale

Operating assets are used as a cross-check rather than simply added to earnings value. Surplus assets are considered separately.

Optional

Use this only if the field was not shown above. Include owned operating land, buildings, machinery and equipment.

$
Optional

Assets not required for daily operations, such as unused land, investment property or saleable investments.

$
Optional

Essential spending for growth, major equipment, capacity or modernization.

$
Optional

Approximate share of the same customers or active accounts still using or paying after one year.

%
Optional

Share left after costs that rise directly with each sale or transaction, before fixed overhead.

%
Optional

Include a period and definition, such as monthly transacting users.

Optional

Completed rides, orders, payments or other core transactions.

Optional

Add one metric not captured above, with its period and definition.

Optional

Full value paid through the platform during the last 12 months. This is not company revenue.

$
Optional

Company revenue divided by GMV. Example: $10 retained from $100 transacted means 10%.

%
Optional

Estimated cost today to rebuild equivalent productive capacity. This is not automatically the company’s value.

$
Optional

Actual output divided by practical usable capacity.

%

Readiness, counterparty and expansion

Optional

Choose the strongest documentation that actually supports the submitted numbers.

Optional

Consider beneficial owners, cap table, shareholder rights and ownership of key assets and IP.

Optional

Consider board oversight, reporting rights, reserved matters and minority protections.

Optional

Choose the state of the documents needed to verify and transfer the business.

Optional

Use “material” only for matters that could affect ownership, operations, licenses or cash flow.

Optional

Self-reported screening only. This does not replace formal sanctions due diligence.

Optional

Assess whether the company generally meets payments and commercial obligations when due.

Optional

Consider revenue concentration, preferential access, quotas, licenses or regulated privileges.

Optional

Consider ordinary banking, settlement, payment collection and capital transfer, not temporary workarounds.

Optional

Assess whether the product, economics and operating model can work in nearby markets.

Optional

Consider customers, distribution, technology, licenses, talent and cost advantages.

Optional

Choose whether it has durable local advantages or benefits mainly from market protection.

Optional

A new city, province or country counts only when the operating model has been tested there.

Optional

Consider facilities, inventory, licenses, working capital and local operating teams.

Optional

List one to three cities or countries only when there is a practical reason to consider them.