Owners often think of a sale as something that starts when advisers are appointed and an information memorandum goes out. In practice, the most important work happens in the year before. Buyers and investors are patient and thorough. They reward businesses that arrive organised, and discount those that don't.
Make the numbers speak for themselves
Clean, consistent monthly reporting is the biggest single driver of buyer confidence. That means reconciled accounts, a clear view of recurring and one-off revenue, and adjustments you can defend line by line. If your figures need a long explanation, diligence takes longer and the price reflects the uncertainty.
Reduce dependence on the owner
A business that relies on its founder for key relationships, decisions or knowledge is worth less to someone buying it. Use the runway to strengthen the second line of management, write down how the business works, and hand over important relationships.
Buyers pay for what will continue after you leave the room.
Resolve the issues you already know about
Every business has them: an expired contract, an informal shareholder arrangement, a licence held in the wrong entity. Each one found in diligence becomes leverage for the buyer. Each one fixed in advance disappears.
Know what you want beyond the price
Full exit or partial? Staying on or stepping back? Cash at completion or a share of future upside? Clear answers decide which buyers to approach and how to structure the process, and make negotiation far easier when offers arrive.
Plan for after the transaction
Tax, structure and what to do with the proceeds are far easier to plan before signing than after. A first conversation with your advisers twelve months out keeps every option open.
If a transaction is on your horizon, we would be glad to give you an honest view of where you stand.