Deals and Business Exit
Selling a business, a merger, bringing in a partner or an investor. Sometimes an honest exit is the best decision for the owner. We prepare the business to pass the buyer's scrutiny and support the transaction.
Common requests:A buyer is already there and pushing the price down, A partner or investor is needed, The business depends on the owner
Services in this area
2 services
01Deals and Business Exit · 01
Preparing a Business for Sale
Accounting, contracts, management and economics in a state that stands up to a buyer's due diligence. A business that works without its owner.
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02Deals and Business Exit · 02
Transaction Support
Deal scenario and terms, materials for the buyer, coordination of partner appraisers and lawyers, negotiation support and a plan for handing over management.
Learn moreWhat people come with
Does this sound familiar?
- The owner is tired or wants to do something else but doesn't know what the business is worth or who would buy it.Situation 01A buyer pays for what works without the owner.
- A buyer is already there and pushing the price down, and there are no counterarguments.Situation 02A buyer pays for what works without the owner.
- A partner or investor is needed, but the business isn't ready for due diligence.Situation 03A buyer pays for what works without the owner.
- The business depends on the owner, and the only thing to sell is the owner's personal involvement.Situation 04A buyer pays for what works without the owner.
The core idea of this area
A buyer pays for what works without the owner.
The self-assessment for this area checks whether the business will pass a buyer's review: dependence on the owner, the reliability of the numbers, documents and contracts, the economics of a single customer and the repeatability of sales.
- 01Delegation
- 02Reliable records
- 03Tax and legal risk
- 04Unit economics
- 05Repeatable sales
How we see it
A buyer looks at the business the same way we do in the EMET Diagnostic, only more strictly: what can be trusted, what depends on people, what risks are hidden in the documents. Everything the buyer finds on their own becomes an argument for lowering the price.
So preparation is best started months before negotiations: hand over key customers and decisions to managers, consolidate management reporting, update the contracts. Selling isn't a defeat. Carrying on out of inertia is also a decision, and often a more expensive one.
When this area won't help
- We don't promise a deal price. The price is set by the buyer and by what they see during due diligence.
- Business valuation and the legal side of the transaction are handled by licensed partners. We prepare the business and coordinate the process.
- If the business can't work without the owner, preparation comes before negotiations.
Questions
When should preparation for a sale start?
Preferably several months before negotiations. Key customers, reporting and contracts can't be handed over in a rush.
Will you find a buyer?
If there's no buyer yet, we discuss the options for finding one at the first meeting. Our main work is to prepare the business and carry out the transaction so you don't lose value on things that could have been fixed in advance.
Can we sell part of the business or bring in a partner?
Yes. The logic of preparation is the same: a partner or investor checks the same things a buyer does.
What if, after preparation, it turns out we don't need to sell?
That happens. A business that doesn't depend on its owner and whose numbers can be trusted is worth more to you as well.
Related articles and case analyses
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In a crisis, the main mistake isn't a slow decision but a fast decision on the wrong problem. This is the order of actions for the first month.
What would be left of the value of your business without your personal involvement?
That's the price a buyer will see. The first meeting is free and confidential.