Sell your company once, and sell it right.

Most shareholders sell exactly one company in a lifetime. We run the process so that you end up choosing between offers rather than negotiating against one.

What decides the price.

Price comes from competition. A buyer who knows they are the only one negotiates differently than one who suspects three rivals. So the work starts with which buyer groups need your company and why, and it ends only once several of them are at the table at the same time.

The second lever sits before the process. In due diligence a buyer tests every assumption your price rests on, and what falls there costs a multiple of itself, because it is multiplied. We work through that question list in advance, so the gaps get closed on your terms.

Third: whoever runs the process should have run one before. Here the same partner sits in the first meeting, in the data room and in the negotiation.

How a sale process runs.

  1. 01Preparation and equity storyAdjusted figures, a plan that holds, the information memorandum, and the version of the company a buyer pays for. At the same time we clear the points that would cost money once a buyer starts checking.6 to 10 weeks
  2. 02Buyer universe and approachA longlist from our own screening, a shortlist on strategy, size and buying power. The approach runs anonymized, and the details follow once an NDA is signed and you release them.4 to 6 weeks
  3. 03Indicative offersManagement meetings, questions, first price indications. From the offers you choose who goes into diligence, and on what terms.4 to 6 weeks
  4. 04Due diligenceData room, question management, expert sessions. We hold the competitive tension to the end, because an exclusive buyer renegotiates every week.6 to 10 weeks
  5. 05Negotiation and closingPurchase agreement, warranties, earn-out mechanics and the clauses that start the arguments later. Then closing, handover, and the announcement to staff and customers.4 to 8 weeks

What the mandate covers.

  • Valuation and range from our own screening data
  • Adjusted figures and the equity story built on them
  • Information memorandum, teaser and management presentation
  • Buyer universe from around 1,480 targets screened each quarter
  • Anonymized approach at home and abroad
  • Data room, question management and advisor coordination
  • Negotiation of price, structure, warranties and earn-out
  • Support through closing and the announcement after signing

When a sale is the right move.

Succession without a successor

The business runs well, and the succession lies outside the family. A sale secures what was built, and the jobs with it.

Growth needs more

The next step calls for capital, reach or product breadth that would take years to build alone. The right owner shortens that.

The market is consolidating

Someone in your segment is buying. Sell early and you have several interested parties at the table at once, which is where the price comes from.

An investor holds the shares

The private equity fund's hold period is closing and the equity story has to stand up. Here the sale and exit readiness run into each other.

A conversation before the first buyer calls.

Thirty minutes is enough for an honest read: what range is realistic, which buyers fit, and what is worth doing first.

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