The total is the beginning, not the conclusion.
The same revenue total can be built from durable renewals, one-off projects, a seasonal campaign, a narrow customer base or a channel that has recently changed. Start by defining what is being measured, over which period and from which source systems. Then ask what has to remain true for it to continue.
Look at the path from customer behaviour to cash.
Consider acquisition source, conversion, contract or purchase behaviour, refund and cancellation patterns, payment timing and the direct cost to serve. The point is to understand the commercial mechanism, not to turn a public review into accounting or valuation advice.
Ask what is repeatable after ownership changes.
Revenue quality is connected to operating reality. If a founder owns the sale, service, content, relationship or channel that produces the revenue, the buyer needs a plan for that work. A business may still be attractive, but the transfer assumptions need to be explicit.
Connect evidence to the decision being made.
Reports, invoices, processor records and access to source systems can play different roles in diligence. Agree what a document is supposed to show and what it cannot show. That produces a more useful review than collecting screenshots without a clear question.
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