Your Questions, Answered

Because you only sell once, and buyers can tell who has prepared. A solid exit plan means you’re ready - financially, emotionally and strategically - well before a buyer is at the table, so the transition is smooth and the value you’ve built actually lands in the deal.

Earlier than most owners think. The changes that raise what a buyer will pay, such as a management team that runs the business without you, spread customers and clean financial records, take one to three years to show in the accounts. Starting early gives you time to make them and still choose when to sell.

Selling your business is a transaction. An exit strategy is the plan around it. A good one considers your goals, your timeline, and the legacy you want to leave - it’s about more than the sale price. The transition has to work for you, your family, your team, and your customers.

Waiting too long. It’s easy to get caught up in the day-to-day grind and think, “I’ll deal with that later.” But later often turns into too late. The best exits are planned years in advance, giving you time to build value, address any issues, and set the scene for a successful transition. Many owners wait until they’re burned out or facing a crisis to start planning, which limits their options. A rushed exit often means leaving money on the table - or worse, struggling to find a buyer at all.

There are two questions. Is the business ready: would a buyer’s checks find what you expect them to find? And are you ready: do you know what you want from the sale and what you will do afterwards? Our free calculator gives a first view of the first question; a conversation with us covers both.

Treat it like a side project. Dedicate specific time each week to work on your exit plan, just like you would for any other important initiative. And don’t be afraid to bring in experts - they can help lighten the load.

Start with your goals. Do you want to maximise the sale price, ensure a smooth transition for your team, or retire by a certain date? Once you know what’s most important to you, you can build a plan that aligns with those priorities. Then focus on building value. Buyers want a business that’s profitable, scalable, and not overly dependent on the owner. Clean up your financials, document your processes, and address any risks. The more attractive your business is, the better your exit will be.

First, don’t respond substantively or share information until you’ve taken stock - an early answer sets the tone for everything that follows. The real question usually splits in two. If it’s "what is this worth and how do I handle it", The Offer Review evaluates the offer from your side, inside the buyer’s timetable. If it’s "should I engage with this at all", The Sale Decision works that through first. Either way, an approach is evidence that someone sees value in what you’ve built - the job is to respond on your terms and your timetable.

Neither. We are founder-side advisers focused on exit readiness, the decisions around a sale, and the deal itself. Our role is to help you clarify your objectives and constraints early, prepare properly, and judge whether any deal on the table is the right one for you - while your broker, corporate finance firm, tax and legal advisers handle their specialist roles.

No. We hold no sale mandate. Your sale process runs through your appointed corporate finance adviser, or through a process you and your accountant run together, and we work alongside it, on your side of the table. We never contact a buyer: approaches are made by whoever runs your sale, and we contact no one without your documented, explicit instruction. We give no legal, tax, insurance or regulated financial advice; your solicitor, accountant and tax adviser hold their own ground, and we hand over cleanly wherever theirs begins.

Mostly UK owner-managed businesses - as a rough guide, revenues from around £500k and EBITDA from around £100k upwards, with most clients in the £1m–£30m revenue range. Fit matters more than thresholds. Common triggers are a change in personal goals, succession, a growth plateau, or an unsolicited approach from a buyer.

There are three, and they map to the journey: the Exit Readiness Assessment is the diagnostic - where your business stands and what buyers will see; the Exit Partner Programme is the journey - a senior adviser alongside you as you prepare, typically over 6–24 months; and Business Sale Support is the deal - six modules covering everything from the decision to sell through to completion. You start wherever your situation enters, and there’s no obligation to use more than one.

The Exit Readiness Assessment looks at the whole business, typically 12–24 months ahead of a sale: what a buyer will see, where value leaks, and what to improve before you go to market. Business Sale Support is for the sale itself - a live offer to weigh, a launch to prepare, diligence to get through, or the run from agreed terms to completion. You enter at whichever module your situation needs, and where you’ve already had an assessment, the later work builds on it rather than repeating it.

It’s a longer-term relationship where we meet regularly (typically monthly) to keep your exit plan on track, refine the roadmap, prepare the story and data room, and act as a confidential sounding board. When a sale is in play, Business Sale Support takes over at deal tempo. It sits alongside your corporate finance, legal and tax advisers rather than replacing them.

The Exit Readiness Assessment is a fixed fee, from £2,500 depending on size and complexity. Business Sale Support is priced module by module, each fee agreed before the module starts: The Sale Decision is £1,000, The Offer Review from £2,000, the later modules are quoted at entry once we’ve sized the work together, and Terms to Completion runs as a monthly arrangement at deal tempo. The Exit Partner Programme is a monthly retainer. Whatever the engagement, our advice on whether to sell - and whether to accept an offer - is never paid on the deal completing.

Yes. We treat all conversations and documents as confidential and are happy to sign NDAs. We don’t use client names or transaction details in marketing; any examples we share are anonymised.

Buyers price what they find. Weaknesses you fix before a sale cost you the work of fixing them; weaknesses a buyer finds cost you in the price, the terms or the deal itself.

Take a hard, honest look at your business. What’s working? What’s not? Are your financials clean and organised? Can your team run the day-to-day without you? Then step back and look at it through a buyer’s eyes: any obvious risks or weaknesses are far cheaper to fix now than mid-process.

Focus on growth and reducing risk. Simplify your operations, diversify your customer base, and lock in long-term contracts. The goal is to show buyers a business that’s not just profitable but scalable and sustainable - strategic improvements that pay for themselves in the eventual price.

Start delegating. Build a strong management team and document your processes so the business runs smoothly without you. Train your team to handle the day-to-day, and gradually step back from being the face of the business. Buyers want a business that keeps running the moment you leave.

Messy financials, customer concentration (too much revenue from one client), and legal issues are big ones. Buyers want a business that’s stable and low-risk, so addressing these red flags early is crucial. Over-reliance on the owner is another big one. If buyers think the business will fall apart without you, they’ll either walk away or lower their offer. Make sure your team and systems are strong enough to stand on their own.

Yes, but be strategic. Focus on improvements that will deliver a clear return on investment, like upgrading technology or streamlining operations. Don’t waste money on things buyers won’t care about. Some owners also consider buying a smaller business first to add scale; it can raise the value of the whole, and it adds risk and time, so it needs its own advice.

You can, but it rarely ends well. Selling a business is a complex process, usually with an experienced buyer on the other side of the table. You need the right team - advisers, accountants, lawyers and, where appropriate, a corporate finance firm - each doing what they do best. Going it alone means unnecessary stress and missed opportunities, and the cost of good advice is usually repaid many times over in the outcome.

Confidentiality is key: the last thing you want is your employees or competitors hearing rumours before you’re ready. Whoever runs your sale approaches buyers with a blind profile, or teaser: a short document that sets out the business’s strengths without revealing who it is. The business is named only to buyers who sign a confidentiality agreement. We help you decide who should and should not be approached, and how confidentiality holds as the list widens.

It’s about telling the right story - and sometimes you can create different narratives for different strategic buyers. Focus on your unique selling points: what makes your business different from the competition? Buyers aren’t just looking at numbers. Highlight your strengths - a loyal customer base, strong cash flow, genuine growth potential - and make the first impression count.

It depends on the business and the market, but typically 3–6 months. The more prepared and attractive your business is, the faster the process goes. A well-marketed business will attract interest, but finding the right fit still takes patience.

Timing is everything. Telling your employees too early can create unnecessary stress and uncertainty. But keeping them in the dark forever isn’t ideal either. Once you’re further along in the process and have a buyer lined up, you can share the news in a way that reassures your team and keeps morale high.

Absolutely. Selling a business is a complex process, and a good adviser can help you find the right buyers, negotiate the best deal, and keep the process on track.

It means doing a buyer’s checks on your own business before a buyer does, so that the problems they would find are fixed, explained or priced in on your terms.

It is the buyer’s check of everything you have told them: accounts, contracts, staff, property, tax and legal records. It is stressful because it is detailed, it takes weeks, and it lands while you are still running the business. Most of the stress comes from being asked for things that are not ready.

Get organised. Gather all the documents buyers will want to see - financial statements, tax returns, contracts, etc. - and make sure they’re accurate and up to date. Create a virtual data room. This is a secure online space where you can store and share all the necessary documents. It makes the process smoother and more professional.

Buyers want to confirm that your business is as good as it looks on paper, and they’re also looking for risks. Whether it’s financial inconsistencies, legal issues, or operational weaknesses, buyers want to know what they’re getting into. They’re checking for red flags and making sure there are no hidden surprises.

Usually between 30–90 days, depending on the complexity of your business. Being organised speeds it up, minimises stress, increases the chance of completing, and helps avoid last-minute "renegotiations" on price or deal structure.

It depends on the issue. Some problems can be fixed or negotiated, while others might scare the buyer off. The key is to address potential issues before they become deal-breakers. If a problem comes up, don’t panic. Be honest and work with the buyer to find a solution. Most buyers expect some hiccups - it’s how you handle them that matters.

This is when all the legal documents are signed, the money (at least some of it) changes hands, and the business officially transfers to the buyer. It’s potentially the final step in the process, if you are selling 100% in cash upfront.

Last-minute surprises. Whether it’s a change in terms or a delay in funding, things can still go wrong at the eleventh hour. Stay focused and work closely with your advisers. This is not the time for assumptions - make sure everything is in writing and you understand the terms of the deal.

Most of the money will hopefully come at completion, but some deals include deferred payments such as an earnout, milestone payment, or a loan from you to the buyer (a vendor loan note). Sometimes, a portion of the sale price will be set aside and deposited into a secure and independent escrow account to cover warranties or indemnifications. Make sure you understand the payment terms before signing anything.

Take a moment to breathe - then celebrate! Your work may not quite be done yet, but you’ve just completed a major milestone. Congratulations!

Be available. Whether it’s training the new owner or introducing them to key customers, a smooth handover protects your legacy and keeps the business running well. If there’s an earnout in your deal, the handover may be fundamental to your final exit value - and even if not, you’ll move on knowing you’ve done the right thing for everyone involved.

It’s the process of transitioning the business to the new owner, and sometimes helping them absorb your business into theirs successfully. Even if you’ve sold the business, you may still have a role to play in ensuring the buyer’s success - especially if an earnout is involved. A well-executed integration plan helps avoid disruptions, keeps employees and customers happy, and reduces the risk of post-deal stress.

Tail risks are the challenges or liabilities that can follow you after the sale, even when you’re no longer running the business. For example, if the buyer struggles to maintain the business’s performance, they might blame you for not disclosing certain risks during the sale. This can lead to disputes, especially if an escrow, earnout, or a vendor loan note is part of the deal. This is why it’s crucial to be transparent during the sale process and document everything clearly.

Earnouts can be tricky because they tie part of your payout to the business’s future performance. To reduce stress, make sure the earnout terms are clear, realistic, and achievable. Better yet, look at the post-completion earn-out payments as icing on the cake - but don’t budget for them in your future financial planning. Work with your advisers to negotiate terms that protect your interests, and try to avoid having these payouts dependent on factors beyond your control.

Your obligations after the sale are the ones in the sale agreement: warranties, any earn-out and any handover you agreed. If the buyer’s difficulties come from how they run the business, or from events outside anyone’s control, you are not obliged to fix them. Beyond your obligations, how much you help is your choice.

Make sure your legal adviser has relevant transactional experience. A strong sale agreement should include indemnity clauses, representations, and warranties that protect you from post-deal disputes. For example, if the buyer claims you didn’t disclose a certain risk, the agreement should clearly outline what you were responsible for and what they accepted as part of the deal. Transparency is a great defence. During the sale process, disclose any risks or potential issues with the business. Buyers are less likely to come back with complaints if they feel you were upfront from the start.

It’s normal to feel a mix of emotions after selling your business. You’ve poured years of hard work into it, and letting go can be tough. If you’re feeling regret, take some time to reflect on why you sold in the first place, and focus on the opportunities ahead - retirement, a new venture, or simply more time for yourself. If you’re struggling, talk to a mentor or adviser who has been through it. Selling your business doesn’t mean losing your identity.

That’s up to you. Some people dive straight into new ventures; others take a well-deserved break. The key is to have a plan for what’s next - whether that’s travelling, family time, or a new project - ideally settled before completion rather than worked out afterwards.