Selling your company is one of the biggest moments in your entrepreneurial journey. You’ve spent years building a business that delivers value, employs people, and creates impact. But when it’s time to explore mergers and …
When buyers evaluate your business, they’re not just looking at current performance — they’re looking at how easily it can be transferred and scaled. The companies that earn premium valuations are those built on repeatable, …
One of the most challenging — and valuable — transitions a founder can make before an exit is shifting from founder-led operations to team-led operations. Buyers don’t want to acquire a job; they want to …
Selling your business isn’t just about EBITDA or topline revenue. It’s about confidence. And confidence comes from consistency — in your numbers, your processes, and your ability to deliver results without constant founder involvement. Before …
You can have a great business on paper — strong revenue, loyal customers, and a compelling growth story. But if your operations are undocumented, your business isn’t exit-ready — it’s fragile. When a buyer looks …
Every buyer asks the same silent question:“What happens if the founder disappears tomorrow?” They don’t just want your revenue — they want your business to keep growing without you. That’s where Standard Operating Procedures (SOPs) …
In a perfect world, you’d go to market when your revenue’s surging, your metrics are clean, and your buyer interest is peaking. But reality often throws curveballs — market conditions shift, a product launch runs …
You wouldn’t go to war without a strategy room.Why would you enter the high-stakes world of mergers and acquisitions without one? When a buyer shows interest — or when you decide to pursue an exit …
A lot of founders wait until they get a term sheet to bring in an M&A advisor. By then?It’s too late to shape the outcome. If you want to maximize valuation, control the narrative, and …
Introduction Not every acquisition starts with a banker and a formal offer.Some of the most lucrative deals begin with a handshake, a pilot program, or a strategic integration that seems, at first, purely collaborative. I’ve …