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Currents

Editorial notes—internal currents, reflections, and grounding thoughts. Short. Direct. From the core.

Currents • Autumn-Winter 2025  • Water

The Human Advantage in the Age of AI

By Hafiz Imtiaz Ahmad

In the light of recent developments in AI, the purpose of this editorial is to reflect on the ways artificial intelligence redefines professional practice and reaffirm the enduring power of human judgement and creativity. The wide adoption of generative system across industry sectors has raised both optimism and concern, raising questions about how far machine intelligence can go into space once left for humankind While these technologies are able to quickly process information, automate repetitive tasks, and support decision making yet they often struggle with subtleties of context, creativity and ethical responsibility.


This article discusses the balance between augmentation and replacement. Its argument is that the best path lies in collaboration between human insight and intuition and computational power. It not only reminds us of the productivity gains achieved using AI but also of the essential domains where human qualities—creativity, ethical judgement, and emotional intelligence— remain irreplaceable. Based on examples of valuation, report writing, and forensic accounting, the discussion points out how professionals should utilise AI responsibly without discarding the distinctive offerings inherent in human expertise.


The proliferation of artificial intelligence (AI), particularly generative AI systems, is undeniably reshaping industries and societies, prompting vital discussions about the evolving relationship between human and machine intelligence (Auer et al., 2025). While AI offers unprecedented capabilities for automation, efficiency, and innovation, a fundamental truth remains: the distinct and irreplaceable value of human attributes is paramount. The path forward is not one of AI replacing humanity, but rather a synergistic collaboration where human ingenuity and AI’s computational power converge to unlock extraordinary potential.


Valuation of Privately Held Companies: The "synergistic collaboration where human ingenuity and AI’s computational power converge" is crucial for valuing privately held companies. AI can process vast amounts of financial and market data, but human analysts are needed to interpret qualitative factors, assess management quality, evaluate non-standardized financial information (common in private companies), and apply subjective judgments that AI cannot replicate.


Analysts' Work of Report Writing: AI can assist in generating initial drafts of valuation reports, compiling data, and performing routine calculations. However, the human advantage lies in structuring the narrative, articulating complex valuation methodologies clearly, explaining the rationale behind assumptions, and ensuring the report resonates with the intended audience. AI can't grasp the nuances of presenting a persuasive and defensible valuation argument.


Forensic Accounting: The "evolving relationship between human and machine intelligence" is highly relevant. AI can detect patterns and anomalies in large datasets that might indicate fraud or misrepresentation in financial statements, which is vital for forensic accounting. However, human forensic accountants are indispensable for investigating these anomalies, understanding the context, interviewing individuals, and building a legal case. AI helps identify the "what," but forensic accountants discover the "why" and "how."
The Enduring Realm of Human Creativity and Higher-Order Thinking


Despite their increasing sophistication, current generative AI systems predominantly excel at tasks that draw upon existing human knowledge. For example, Crane et al. (2025) evaluated the macroeconomic knowledge of large language models, indicating their strong capability in processing and recalling established information. These systems can significantly assist with data collection, conduct thorough literature reviews, and generate initial drafts, effectively performing considerable "heavy lifting" that allows human analysts to be more productive, as suggested by Coupé and Wu (2025) in their meta-analysis on the impact of generative AI on productivity. However, AI continues to struggle significantly with genuine creativity, the formulation of truly original hypotheses, and the nuanced "epiphany" required to detect anomalies that lead to fundamental scientific discoveries (Ding & Li, 2025). Humans consistently retain the critical edge in complex theorizing, synthesizing disparate information, posing innovative research questions, and rigorously evaluating the robustness of empirical findings, especially in fields like accounting research as noted by Keloharju and Keloharju (2025). Furthermore, even when AI generates content, it can often be too general, vague, and notoriously prone to "hallucinations"—inventing references and data—thereby necessitating substantial human effort to ensure accuracy and relevance, as Friese (2025) emphasizes in the context of qualitative analysis. This underscores that while AI can offer preliminary suggestions and analyses, the human analyst ultimately possesses the discerning judgement to determine what constitutes a meaningful, accurate, and insightful conclusion.


Valuation of Privately Held Companies: This section directly addresses the limitations of AI in "genuine creativity" and "formulation of truly original hypotheses." When valuing privately held companies, especially those with unique business models, nascent markets, or intangible assets, human creativity is essential to develop appropriate valuation models, identify comparable transactions (even if imperfect), and forecast future performance based on qualitative factors. AI, relying on existing data (Crane et al., 2025; Coupé & Wu, 2025), might struggle with truly novel approaches needed for unique private firms. The "nuanced epiphany" and "complex theorizing" are critical for determining the true value drivers.


Analysts' Work of Report Writing: "Humans retain the critical edge in complex theorizing, synthesis, asking innovative research questions, and evaluating the robustness of empirical findings" (Keloharju & Keloharju, 2025). This applies directly to report writing. Analysts must synthesize diverse financial and non-financial information, craft a coherent narrative, and answer specific research questions posed by clients, requiring creativity beyond what AI can offer. The "hallucinations" of AI (Friese, 2025) necessitate human review to ensure the accuracy and relevance of any AI-generated content in a valuation report.


Forensic Accounting: "AI struggles significantly with genuine creativity... and the nuanced 'epiphany' required to detect anomalies that lead to fundamental discoveries" (Ding & Li, 2025). While AI can flag suspicious transactions, a forensic accountant's "epiphany" or creative investigative approach is needed to understand the intent behind such transactions, uncover hidden schemes, or connect seemingly unrelated pieces of evidence to build a comprehensive fraud case. The ability to ask "innovative research questions" is key to uncovering complex financial misdeeds.


The Irreplaceable Core of Emotional Intelligence and Ethics


Human judgement and ethical awareness are absolutely indispensable for the responsible development and deployment of AI. This necessity extends to ensuring auditable decision trails, maintaining transparent recommendation logs, and incorporating compliance-by-design features within AI systems to guarantee adherence to regulatory frameworks. For instance, in the legal and ethical landscapes shaped by AI, human oversight is crucial for accountability. Moreover, policies must be meticulously crafted to ensure explicit consent for data usage, be comprehensible to all users regardless of their technical background, and actively guarantee accessibility, thereby reflecting a broader commitment to social justice and inclusion in the age of AI. While AI can process vast amounts of data and identify patterns, the critical decision-making processes, especially those with significant societal or individual impact, must remain firmly within the purview of human ethical reasoning and empathy.


Valuation of Privately Held Companies: "Human judgement and ethical awareness are indispensable for the responsible deployment of AI." In valuation, ethical considerations are paramount, especially regarding conflicts of interest, data privacy of private company information, and ensuring the fairness and accuracy of the valuation opinion. Human judgement is also required to assess management's integrity and future plans, which heavily influence a private company's valuation.


Analysts' Work of Report Writing: Analysts are often tasked with conveying complex financial information and valuation opinions to diverse stakeholders. This requires "intricate human interaction, such as face-to-face communication, empathy, and persuasion." A valuation report is not just data; it's a persuasive argument. The analyst's ethical commitment ensures the report is unbiased and transparent.


Forensic Accounting: This section is foundational for forensic accounting. The field demands high ethical standards and "human judgement and ethical awareness" to navigate sensitive investigations, handle confidential information, and present findings in an objective manner. Forensic accountants must also build rapport and trust with clients and witnesses, which relies on emotional intelligence. The need for "auditable decision trails" and "transparent recommendation logs" (Hupont et al., 2023) directly supports the accountability required in forensic accounting.


AI as an Augmentative Partner, Not a Replacement


The true and most impactful power of AI lies in its inherent capacity to augment, rather than replace, human capabilities. By automating routine, repetitive, or highly data-intensive tasks, AI effectively frees up valuable human time and cognitive resources, allowing individuals to concentrate on higher-level, more complex, and creative work, thereby significantly boosting overall productivity. This dynamic, symbiotic relationship necessitates a robust framework of human-AI collaboration, where AI systems support recommendations and analyses within a clear structure of comprehensive human oversight. AI can even serve as a catalyst for human reflection, prompting deeper thought and analysis that can lead to long-term behavioral improvements and enhanced decision-making.


Valuation of Privately Held Companies: AI's capacity to "augment human capabilities" by automating "routine or data-intensive tasks" directly benefits valuation. For instance, AI can rapidly process large datasets of comparable company financials or transaction multiples, build initial financial models, and perform sensitivity analyses. This frees up human analysts to focus on more complex, qualitative aspects that drive private company value. The "symbiotic relationship" means AI provides the data crunching, and humans provide the strategic insights.


Analysts' Work of Report Writing: AI can "boost productivity" for analysts by automating data compilation, formatting, and initial text generation for reports. This allows analysts to spend more time on qualitative analysis, refining arguments, and ensuring the clarity and persuasiveness of the report. The "framework of human oversight" (Raisch & Fomina, 2024) ensures that AI-generated content adheres to the report's objectives and quality standards.


Forensic Accounting: In forensic accounting, AI's ability to "augment human capabilities" is revolutionary. AI can analyze vast financial records to identify suspicious patterns, unusual transactions, or anomalies that human eyes might miss. This significantly speeds up the initial detection phase. However, human forensic accountants still need to "investigate" these flags, understand the context, and build the investigative narrative. AI helps identify the "red flags," while humans investigate the "crime scene."
Adapting for the Future: AI Fluency and Education


To fully leverage the myriad benefits of human-AI collaboration, the development of "AI fluency" is paramount. This concept involves comprehensively educating individuals about AI's diverse capabilities, as well as its inherent limitations, and fostering the critical ability to evaluate the outputs generated by AI systems. Concerns about over-reliance on AI are indeed valid, as excessive dependence could potentially lead to the under-development of essential human analytical skills, as highlighted by Gerlich (2025), who discusses the impacts of AI tools on cognitive offloading and the future of critical thinking. Therefore, educational frameworks should thoughtfully integrate AI tools in a structured and responsible manner, crucially requiring students to provide observable evidence of their own cognitive processes and critical engagement with the AI's output, as articulated by CoÅŸgel et al. (2025) in their framework for teaching economical writing in the age of AI.


Valuation of Privately Held Companies: "AI fluency is paramount" for future valuation professionals. They need to understand how to use AI tools for data analysis, market research, and financial modeling, but also critically evaluate AI's output. This prevents over-reliance and ensures that human analysts maintain control over the valuation judgments and assumptions, especially for the unique characteristics of private firms.


Analysts' Work of Report Writing: For analysts, "AI fluency" means knowing how to leverage AI tools for research, drafting, and even grammar/style checks in report writing, while understanding the limitations (e.g., "hallucinations"). "Cultivating uniquely human skills like critical thinking and creativity" (Budhwar et al., 2023) ensures that the reports remain insightful, accurate, and compelling, rather than generic AI-generated text. The need for "observable evidence of their cognitive processes" (CoÅŸgel et al., 2025) ensures analysts aren't just copying AI output.


Forensic Accounting: Forensic accountants need "AI fluency" to effectively utilise AI tools for anomaly detection, data mining, and pattern recognition in large datasets during investigations. However, the concern about "over-reliance on AI" and "under-development of essential analytical skills" (Gerlich, 2025) is particularly relevant here. Forensic accounting requires deep analytical skills, investigative intuition, and the ability to connect disparate pieces of evidence, which must not be supplanted by AI dependence. Education must ensure they can use AI as a tool without losing their investigative acumen.


In conclusion, the advent and rapid advancement of AI do not diminish the intrinsic value of the human spirit; instead, they redefine and significantly elevate the human advantage. Our unique and inherent capacity for complex reasoning, genuine creativity, profound emotional intelligence, and astute ethical judgement forms an indispensable foundation. By strategically embracing AI as a powerful augmentative tool and actively fostering a society fluent in both technological capabilities and human-centric values, we can navigate the complexities of the age of AI not as passive observers, but as collaborative architects of a more productive, innovative, and ethically grounded future.


References

Auer, R., Köpfer, D., & Švéda, J. (2025). The Rise of Generative AI: Modelling Exposure, Substitution, and Inequality Effects on on the US Labour Market. Czech National Bank.
Budhwar, P., Chowdhury, S., Wood, G., Aguinis, H., Bamber, G. J., Beltran, J. R., Boselie, P., Lee Cooke, F., Decker, S., DeNisi, A., Dey, P. K., Guest, D., Knoblich, A. J., Malik, A., Paauwe, J., Papagiannidis, S., Patel, C., Pereira, V., Ren, S., Rogelberg, S., Saunders, M. N. K., Tung, R. L., & Varma, A. (2023). Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT. Human Resource Management Journal, 33(3), 606–659.
CoÅŸgel, M. M., Langlois, R. N., & Miceli, T. J. (2025). Teaching Economical Writing in the Age of AI: A Process-Based Framework (Department of Economics Working Paper Series, No. 2025-06).
Coupé, T., & Wu, W. (2025). The Impact of Generative AI on Productivity: Results of an Early Meta-Analysis (University of Canterbury, Department of Economics and Finance, Working Paper No. 9/2025).
Crane, L. D., Karra, A., & Soto, P. E. (2025). Total Recall? Evaluating the Macroeconomic Knowledge of Large Language Models (Finance and Economics Discussion Series 2025-044). Washington: Board of Governors of the Federal Reserve System.
Ding, A. W., & Li, S. (2025). Generative AI lacks the human creativity to achieve scientific discovery from scratch. Scientific Reports, 15.
Friese, S. (2025). CA to  the Power of AI: Rethinking Coding in Qualitative Analysis (OSF Preprints).
Gao, J., Choo, K. T. W., Cao, J., Lee, R. K., & Perrault, S. T. (2023). CoAIcoder: examining the effectiveness of ai-assisted human-to-human collaboration in qualitative analysis. ACM Transactions on Computer-Human Interaction, 31(1), 1–38.
Gerlich, M. (2025). AI tools in society: Impacts on cognitive offloading and the future of critical thinking. Societies, 15(1), 6.
Hupont, I., Micheli, M., Delipetrev, B., Gómez, E., & Garrido, J. S. (2023). Documenting high-risk AI: a European regulatory perspective. Comput, 56(5), 18–27.
Keenan, M., Koo, J., Mwangi, C., Karachiwalla, N., Breisinger, C., & Kim, M. A. (2024). Man vs. Machine Experimental Evidence on the Quality and Perceptions of AI-Generated Research Content (IFPRI Discussion Paper 02321).
Keloharju, M., & Keloharju, R. (2025). Accounting research in the age of AI (IFN Working Paper No. 1528).
Pinski, S., & Benlian, A. (2024). AI Fluency: A Conceptual Framework and Scale Development.
Pizzinelli, S., B., & P., (2023). AI as an Augmentative Partner: Enhancing Human Capabilities.
Raisch, S., & Fomina, V. (2024). Human-AI Collaboration: A Framework for Effective Integration.
Vaccaro, A., S., & P., (2024). Synergistic Collaboration: Unlocking Extraordinary Potential with Human Ingenuity and AI.
Zhang, Y., & Parker, S. (2023). AI and Productivity: The Impact of Automation on the Workforce.

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About the Author:

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Hafiz Imtiaz Ahmad received his Ph.D degree with a specialisation in finance from University of Lille, France in 2011. He graduated with a “mention très honorable avec félicitations unanimes du jury.” His domain of research includes equity valuation specifically residual income and abnormal earnings in the context of emerging markets. Noted contributions to the academic community for research in this area have resulted in publications in competitive journals such as Comptabilité–Contrôle–Audit in France and The Value Examiner in the United States. Dr.Imtiaz served as an Assistant/Associate Professor and Director of Professional Enrichment in New York Institute of Technology (2013-2018) and presently serving as a faculty member in Higher Colleges of Technology, UAE.

Currents- Imtiaz

Currents • Autumn-Winter2025  • Water

Unique specific company risk data changing the landscape for SME valuers in Australia.

By David Young

A key aspect of Business Valuation when adopting an income approach is the determination of an appropriate equity discount rate. A discount rate represents the amount of return an investor will require to make from their investment based on a perceived level of risk associated with that investment. 


Regardless of the method used to arrive at an equity discount rate, a key underlying consideration that needs to be made is the level of company specific risk associated with the enterprise being assessed, that risk being compromised of both systematic risk and unsystematic risk. Understanding that risk is a key step in determining an equity discount rate and it is generally accepted there is no source of data to determine a company’s specific risk, and it is left to the valuer to use professional judgement to determine. How do you support your conclusions on specific company risk factors you have assumed?


Australian data company Bstar Pty Limited (Bstar) has deeply examined the key specific risk and value drivers impacting Australian SMEs. By way of a background, The Australian business landscape is dominated by Small and Medium Entreprises (SME). Australian Bureau of Statistics (ABS) data shows 97.2% of all businesses are classified as small, 2.6% medium and just 0.2% as large businesses. ABS classifies small businesses employing 0-19 employees, medium businesses employing 20-199 employees, and large businesses employing 200+ employees. 


Bstar has, after surveying 16,810 Australian SME owners’ businesses, identified seven key risks which are confronted by Australian SMEs. The survey based on Porter’s Five Forces asks business owners to respond to 80 questions covering ten key risk areas that impact their businesses and the respondents’ level of concern in their business to each question. The survey identified that the two biggest risks the Australian SME sector confront are owner reliance and the impact on business goodwill if the owner was to depart the business. 
•    2,791 SME owners surveyed rated owner reliance as their biggest concern.
•    Only 5% of business owners believe their business would run well without them.

 

The remaining five risks, in order of highest to lowest, are profitability, cash reserves, owners’ value gap, customer sensitivity and penetration and finally, cash flow.  
Given the demographic of the Australian business landscape, it is perhaps not a surprise that owner dependance is a key specific company risk that should be heavily considered in determining the specific company risk component of an equity discount rate. An experience most likely replicated across the global economy. Survey backed data helps valuation professionals to support their specific company risk conclusions.


A key issue often identified when critiquing SME valuations is that the valuer has not examined key company risks, financial and non-financial KPIs, nor benchmarked those within a comparable business range. Understanding a SME’s key risk, profit and value driver benchmarks assist valuers to support key valuation discount rate assumptions arrived at.
Moving beyond the valuation report and perhaps more importantly for recipients of business valuation services, understanding key company risks, financial and non-financial KPIs represents an opportunity for valuation professionals to work closely with those business owners to reduce their company risks and ultimately grow the value of their businesses. Bstar data identifies in Australia 84% of owners have a value gap risk or a risk. Further the data highlights 42% of Australian SME owners need more information on what their business is worth, yet a major asset of those owners.


Strategically addressing specific company risks presents an opportunity for valuation professionals to build their business offerings to move beyond the valuation report and work with business owners to grow the value of their business, through building strategies built to address those risks identified head on and growing the value of a business.

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About the Author:

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David Young is the founder and managing director of Azimuth Partners Pty Ltd, a specialist Accounting firm helping business owners and their advisers to understand the valuation of businesses, growing business value, and maximising and realising business value when it comes time to exit. David’s career commenced 35 years earlier in the corporate sector prior to transitioning to public practice in the mid 90’s, assisting SME businesses with strategic accounting and business advise  including turnaround, M&A and exit planning advices. David is regularly engaged to assist accountants with taxation valuation matters, and also engaged by family and commercial lawyers as a single joint expert to assist courts with a range of valuation engagements for litigation and mediation matters.

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Currents - David Young

Currents • Autumn-Winter2025  • Water

Valuation Beyond Numbers: Preserving Unity and Legacy in Family Business Transitions

By Omar Zaman

Family businesses remain the backbone of economies across the Middle East, Asia, Europe, and beyond. They fuel growth, generate employment, and embody the entrepreneurial spirit of generations. Yet what makes them powerful also makes them vulnerable: the blending of family, ownership, and management.

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The passage of control from one generation to the next is one of the most critical moments for any family enterprise. It is during this transition that the strengths of legacy, identity, and vision are often tested against the pressures of differing expectations, cultural dynamics, and governance structures.

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When transitions falter, the causes are rarely commercial weakness. Instead, they often stem from mistrust, misaligned priorities, and the absence of governance frameworks that support fairness and continuity. In this delicate context, valuation emerges not merely as a technical exercise but as a bridge - linking numbers with narratives and ensuring that legacy is preserved with transparency and fairness.

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Unlike listed corporations, family firms carry emotional and intangible weight that financial statements cannot capture. Ownership is not simply about dividends; it is tied to heritage, belonging, and pride. This complexity often surfaces in three overlapping ways:


•    Emotional Conflicts – Different generations or branches of a family may hold diverging expectations around entitlement, control, and vision.
•    Cultural Contexts - In Middle Eastern markets, Sharia compliance and family honor affect acceptable exit strategies. Asian family businesses often prioritize harmony over maximization, requiring consensus-building approaches. European firms may face complex tax implications across jurisdictions that influence valuation structures. African family enterprises often contend with informal governance traditions and succession driven by community consensus. In the Americas, issues of tax, wealth transfer, and private equity interest shape how families view continuity and exit options.
•    Governance Gaps – The absence of formal boards, shareholder agreements, or family constitutions often leaves decision-making vulnerable to dispute.
•    Unequal Contributions – Active family members may seek recognition for years of management and “sweat equity,” while passive shareholders often expect equal financial treatment.

Unless these dynamics are addressed, they can fracture both families and businesses. This is why families should engage valuers proactively - not just at moments of dispute.

In family business succession, valuation cannot be reduced to a single static figure. Instead, it must be applied as a process - grounded in established methodologies, yet flexible enough to accommodate human dynamics.
•    Technical Rigor – Income approaches must adjust for key person dependency and informal compensation structures common in family firms. Market approaches require careful selection of comparables, often necessitating revenue multiples from private transaction databases rather than public markets. Asset-based methods need adjustment for unrecorded intangibles like customer relationships built over generations. Control premiums and marketability discounts carry heightened importance in family context and require particular scrutiny and adjustments given restricted share transfer provisions in family agreements, and unrecorded intangibles.
•    Professional Standards – Applying IVS - compliant methodologies or frameworks, ensures credibility and defensibility. These standards provide the scaffolding on which trust can be built.
•    Scenario Analyses – Valuation should illustrate different paths forward, from inter-family buyouts to restructuring, so families see possibilities rather than a single verdict. Scenario analyses allow families to see multiple futures - reinforcing transparency and turning valuation into a tool for dialogue.
•    Facilitating Dialogue – While valuers may facilitate dialogue and support families through transitions, their primary responsibility remains to deliver an objective, unbiased, and IVS-compliant valuation opinion. Professional skepticism and independence must anchor every engagement to avoid introducing bias.

Through this lens, valuation becomes both technical and transformative: reconciling emotion with economics, and anchoring legacy in fairness.

The responsibilities of valuation professionals are intensifying. Valuers must move beyond calculators of price to become facilitators of trust and guardians of continuity - ensuring transitions are anchored in fairness. To meet this challenge, valuers must:
•    Integrate Technical Excellence with Empathy – Numbers matter, but so do narratives. Bridging the two defines credibility.
•    Educate and Guide Families – By clarifying assumptions and governance structures, valuers help build resilience, not just resolve disputes.
•    Elevate Standards of Practice – Consistently applying global standards while developing soft skills in conflict management and communication.

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It is important to emphasize that, while valuers may engage with family businesses in ways that promote transparency, communication, and trust, their professional responsibility remains first and foremost to deliver an objective, unbiased valuation opinion. Under International Valuation Standards (IVS), valuers must maintain independence, apply professional skepticism, avoid conflicts of interest, and document assumptions clearly. This ensures that subjectivity and family dynamics do not unduly influence valuation conclusions.

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Ultimately, valuation in family business succession is not about producing a single number. It is about creating a defensible foundation around which families can negotiate continuity, unity, and legacy.

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Family business owners should engage valuers proactively - before crisis hits - to establish baseline values and governance frameworks. Valuers must invest in mediation training and cultural competency alongside technical skills. Professional bodies should develop specialised family business valuation credentials.

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Because in family transitions, we're not just valuing businesses. We're safeguarding the dreams of generations. And that valuation, done right, becomes the beginning of resilience.

 

 

About the Author:

 

Omar Zaman is an accomplished executive with over 17 years of experience in investment management, business valuation, and financial consultancy. As Partner, Consultant, and COO at Tijan, he spearheads operations and drives market expansion, delivering high-impact advisory services across diverse sectors, including healthcare, F&B, logistics, and technology.

Previously, as Chief Investment Officer at HSB Family Investment Office, Omar managed a USD $200M portfolio, maximizing returns, mitigating risks, and identifying strategic growth opportunities for an ultra-high-net-worth individual.

Over the course of his career, Omar has played a pivotal role in advancing business valuation practices within Saudi Arabia through his contributions at TAQEEM. He has been instrumental in developing robust governance frameworks and aligning local standards with global best practices. Additionally, as a senior leader at BR Holding Investment Co., he managed diverse investment portfolios spanning the US, UK, and Saudi Arabia, delivering exceptional results across private and public markets.

Recognized for his technical expertise, Omar provides strategic insights in valuation, transaction advisory, and corporate planning. He has extensive experience across a wide range of industries, including education, manufacturing, technology, and hospitality.

Omar holds a Global MBA from IE Business School and a Master of Engineering from Imperial College London, along with prestigious certifications in business valuation, including ASA, ABV, BVIUK and FBTAQEEM

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Currents - Omar Zaman

Currents • Autumn-Winter 2025  • Water

Normalising EBITDA When Valuing SME’s

By Ben Macnaghten

When valuing a small or medium-sized enterprise (SME) on a market basis, normalising EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortization) is a critical step.
EBITDA acts as a proxy for operational profitability but reported EBITDA from the accounts of an SME can be distorted by factors unique to it and or its owner(s). 


Normalisation adjusts for these factors, allowing buyers and investors to assess the company on a fair and consistent market basis.
Why Normalise EBITDA?


SMEs often include personal expenses, one-time costs, or owner-specific decisions in their accounts. Left unadjusted, these items can either inflate or deflate EBITDA, leading to inaccurate (/non-market based) valuations. A normalised EBITDA reflects the earnings power of the business as if it were run by a typical third-party manager, under normal operating conditions, and so allows for the valuation of that business on a market basis.


Typical Adjustments to Normalise EBITDA in SME’s


1. Owner’s Remuneration


In SMEs, owners often pay themselves a salary that does not reflect market rates for the services they provide to the company, for example in the UK it is frequently more efficient from a tax perspective for owners to pay themselves only a notional salary through payroll and then extract further amounts by way of dividends (which would not be reflected in an accounting based EBITDA).
•    Adjustment: Replace the actual owner salary with a market-based salary for a manager performing the same role.
•    Example: If the owner pays themselves a payroll salary of £12,000, but a market salary for someone to perform the role of the owner in that industry is £100,000, reduce EBITDA by £88,000.


2. Related-Party Transactions


These include transactions with family, affiliated companies, or close associates that don’t reflect market conditions.
•    Adjustment: Remove or restate these to market values.
•    Example: If rent is paid to a related party at below-market rates, adjust it upward to reflect a market rent.


3. Non-Recurring Income or Expenses


These are one-off items that don’t reflect ongoing business operations.
•    Adjustment: Add back non-recurring expenses and subtract non-recurring income.
•    Examples include:
o    Legal settlements
o    One-time consulting fees
o    Pandemic-related grants
o    Gains from asset sales

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4. Discretionary Expenses


Many SME owners run discretionary/non-business expenses through their business which wouldn’t necessarily be incurred by a third-party manager, for example charitable donations.
•    Adjustment: Add back discretionary items. 

Example of Normalised EBITDA Calculation
Description    Amount (£)
Reported EBITDA    250,000
+ Discretionary Expenses    10,000
- Owner Salary Adjustment    (88,000)
- Below-Market Rent Adjustment    (15,000)
Normalised EBITDA    157,000

 

Cross-checks
To make sure the normalisation adjustments made are appropriate, I like to cross-check the normalised EBITDA margin against the EBITDA margin of the market (e.g. the EBITDA margin from comparable quoted companies/transactions/other market data sources) to ensure the adjustments are reasonable and lead to an EBITDA which may be achieved on a market basis.


Conclusion


Normalising EBITDA ensures that the SME’s earnings reflect the true operating potential of a business, stripping away personal, non-recurring, or atypical items. For buyers, sellers, investors and valuers alike, a carefully normalised EBITDA figure is an essential part of any market-based valuation.

 

About the Author:

 

Ben Macnaghten is a Valuation Director at Valuation Consulting (VC) and acts as the Head of its Expert and Attest workstreams. In these positions he specializes in Expert Witness, Tax and Accounting related engagements, whilst also performing advisory based valuations in the context of M&A, strategic planning and administration processes, and therefore is dedicated to the financial valuation and modelling of businesses and intangible assets in both contentious and non-contentious appraisal, for clients worldwide.
Prior to joining VC, he worked at CVR Global (and Begbies Traynor) practicing Expert Witness/dispute related valuation work and was engaged in advisory valuations in the context of insolvency, administration and restructuring engagements; and before that he worked at KPMG, in their Private Equity Group, providing assurance over the valuations of mid-tier Private Equity houses investment portfolios and working on a number of transactions; and before that as an accountant with Moore Stephens (now part of BDO) where he trained and qualified as a Chartered Accountant.
Mr Macnaghten is an Associate of the Institute of Chartered Accountants in England and Wales, Member of the Royal Institution of Chartered Surveyor and an Associate Member of The Academy of Experts.
Mr Macnaghten has delivered presentations on valuation topics ranging from discounts and premiums in valuation to intellectual property valuation and UK tax-based valuations. 

 

Currents- Ben
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