Mergers & Acquisitions

Are You Considering Selling Your Business?

Take this assessment to check your readiness.

As an owner, you may have spent years building your business. Sweat equity and sleepless nights supplement the financial investments you’ve made over the years. The very idea of selling your business may be thrilling, but a bit overwhelming. The due diligence process alone can be a headache. It’s a significant life event carrying professional, personal, and financial implications that could span generations. There are many factors to consider when prepping your business for sale beyond revenue and profitability, and not all of them will be obvious if you haven’t been through it before.

Looking for a Smooth Due Diligence Process? Here are Five Keys to Success.

Baseball Coach

As an owner or CFO, you are moving ahead toward the sale of your company.

It’s hard to imagine a bigger event in the life of either. This may be your first company sale, or the most important deal of your life so far. You know that as an owner or CFO, you are the Captain of the team, responsible for due diligence activities.  But what should you expect and how can you be prepared to ensure that the diligence process maximizes the purchase price your company will receive from a buyer?



Pre-Acquisition Playbook 1 of 3: How Financial Leaders Succeed Before an Acquisition

How Financial Leaders Succeed Before an Acquisitionby Lisa Kieres, Director

5 Winning Pre-Acquisition Plays

As we’ve discussed, an acquisition is an unimaginable feat of strength and endurance at every stage – before, during and after – but when executed well with the right team by your side, you can end the game with a win on the board.

As deal advisors, we’ve seen many companies approach acquisitions with an informal ‘ready-fire-aim’ approach. As a result, they get far down the path of pursuing an acquisition without benefiting from important front-end work.

And this is no small matter.

When surveyed regarding their acquisition processes, CEOs revealed that fewer than one in five believed they planned adequately prior to their deals. And this lack of prior planning was the most commonly cited ‘lesson learned’ by this group of leaders.


Acquisition Playbook 2 of 3: How Financial Leaders Succeed During An Acquisition

How Financial Leaders Succeed During An Acquisitionby Brooke Evans, CEO and Lisa Kieres, Director

So, you’re ready to take the field to pursue an acquisition.

Experienced leaders know this will be one of the most important strategies they can undertake – one that will impact their company’s future, financial success, and stakeholders.

That’s why the best financial leaders we’ve worked with often turn to ‘special teams’ in the form of supplemental support – experts who stay agile in order to anticipate and avoid problems while seizing opportunities to clinch the winning deal. Additionally, they’re able to clarify roles and cast their vision of the future, thereby creating an environment where their people feel secure and focused.


Post-Acquisition Playbook 3 of 3: How Financial Leaders Succeed After An Acquisition

How Financial Leaders Succeed After An AcquisitionHow Financial Leaders Succeed After An Acquisition

by Brooke Evans, CEO

The ink has dried, the closing is done and the celebratory champagne sits on ice, waiting to be popped. No, scratch that – it’s waiting to be sabered. This road to closing the acquisition has been a long, arduous one and deserves a dramatic celebratory moment because you’ve finally reached the finish line, right?

Well, not quite.

Because while you and your team have earned this opportunity to finally exhale after many months, the best financial leaders we’ve worked with know that this moment is just that – a moment of respite.