When you sell your company, the work doesn’t end at closing — especially when it comes to people. HR is often the most complex part of post-sale integration, and how you prepare your HR playbook can make or break the success of the handoff. Buyers don’t just acquire your financials…

For many entrepreneurs, selling their business isn’t just a financial transaction — it’s a personal transformation. You’re not just handing over assets; you’re stepping away from something you built, nurtured, and led. That transition can be emotionally charged for both you and your team. Employees may worry about the future,…

When preparing to sell your business, most founders focus on financials, contracts, and operations — but one of the biggest deal-killers often hides in plain sight: human resources. Unresolved HR issues can cause buyers to question your culture, your compliance, and even your credibility. From misclassified employees to outdated handbooks,…

When a buyer examines your company during due diligence, one of the first things they’ll ask for — right after financials and key customer agreements — is your employee contracts. Why? Because your people drive your business. Buyers want to understand how those people are engaged, compensated, and retained. They…

When you sell your company, one of the biggest concerns for any buyer is talent retention. Buyers want to know that the people who make the business run — your managers, operators, and client-facing employees — will stay after the deal closes. That’s where stay bonuses come in. These structured…

When a buyer looks at your business, they’re not just evaluating your financials — they’re evaluating your people. They want to know how your company is structured, who makes the key decisions, and how the business will function once you’re gone. Your organizational chart (org chart) is more than a…

Few decisions in the exit process are as delicate — or as misunderstood — as when to tell your team you’re selling the business. On one hand, you want to be transparent. Your employees have been part of the journey, and you owe them honesty. On the other hand, premature…

When founders decide to sell, they often focus on the external side of the transaction — buyers, valuation, and deal structure. But one of the most overlooked drivers of a successful exit lives inside your company: how your team is incentivized. If your internal incentives aren’t aligned with your exit…

When you sell your company, you’re not just selling assets — you’re selling continuity. Buyers want to know the business will perform after you and your leadership team step away. One of the best ways to ensure that happens is through a well-designed succession plan for your key employees. Succession…

When you sell your business, the buyer isn’t just acquiring assets — they’re acquiring people. And few factors are more important to deal success than how well your management team is prepared for the transition. Buyers want continuity. They want to know that when you, the founder, step away, the…