Acquisitions
Your business. Your priorities. A conversation about what comes next.
A sale or succession decision can affect your finances, your role and people you have worked with for years. I want to understand those considerations alongside the commercial opportunity.
Situations worth discussing
A decision can take more than one form.
Retirement and succession.
A full sale.
A partial sale.
Stepping back from daily management.
Remaining involved in a different capacity.
Exploring options before making a decision.
These are situations to explore, rather than structures that can be guaranteed in every case.
Acquisition criteria
A business is more than a revenue figure.
The initial fit depends on the commercial quality of the business as well as its size. These considerations guide the search; they do not replace a careful assessment of profitability, cash flow or the business itself.
Established trading history, underlying profitability and sound cash flow.
Customer loyalty and the quality of demand.
Reputation and market position.
Operational resilience and management visibility.
Team capability and a clear view of owner dependency.
A credible opportunity for future development.
What matters beyond the accounts
Understand what customers value—and what the owner wants to protect.
The numbers matter. So do the relationships, expertise and everyday decisions that sustain them.
Understanding why customers stay and what depends on the owner helps shape a more informed discussion about transition.
Initial process
An introductory conversation is the beginning, not an offer.
01
Discuss the owner’s objectives
What are you considering, and why?
02
Establish initial fit
Is there a sensible basis to continue?
03
Agree appropriate confidentiality and information sharing
Put appropriate confidentiality arrangements in place before sensitive information is exchanged.
04
Assess the business and possible next steps
Examine the opportunity and potential next steps in greater detail.
Owner questions