Put the business on paper. Then put the choices in order.
A buyer sees more than a revenue figure. Your records, customer relationships and the work you do each week all shape the conversation about value.
The earnings
Separate ordinary operating profit from one time items and owner expenses. Make each adjustment easy to support.
The operation
Show who handles customers, delivery and decisions when you are away. A clear handoff makes a business easier to assess.
The terms
Decide how much time, money and responsibility you want to leave in the business after closing.
Start with the business you actually run
A coffee roaster, a components supplier and an IT service company have different records to prepare. Begin with the questions that fit your operation.
A price is only one part of the offer
Cash at closing
Look at what remains after debt, transaction costs and taxes, rather than treating the headline price as spendable proceeds.
Future payments
A note or earnout can leave you exposed to the buyer's performance. Compare the conditions as carefully as the amount.
Your next role
Training a new owner for a defined period is different from continuing to manage the company. Put the boundary in writing.
A useful next conversation, without a public listing
This website collects valuation requests and passes them to a business valuation partner. Sending the form does not list your company for sale or commit you to representation.
Begin with business and contact details. Keep tax returns, customer names and other sensitive records out of the initial inquiry.