Ten things a buyer checks.
We read your company the way a buyer will: ten dimensions on one page, and the one that holds the others back.
Book a free callExample, fictitious company
Read before the buyer does.
Before an offer, a buyer goes through every page. We read the same ten with you first, so nothing comes as a surprise.
They hold each other back.
Press a dimension to see what it holds back when it is weak. The plan starts with the main obstacle.
01 Owner Decision Readiness holds back Successor and Ownership Transfer.
Sell, hand over, or both. Until you decide, no successor can be approached and nothing can be priced.
02 Successor Availability and Fit holds back People and Ownership Transfer.
Family, management or a buyer, with the means and the will. Until one is found, your team waits and the transfer has no other side.
03 Management and Organisation holds back Successor and Process and Knowledge.
Who decides when you are away? While every decision runs through you, no successor can step in and nothing gets written down.
04 Process and Knowledge Transfer holds back Management and IT.
What lives only in your head cannot be sold, handed to a manager or put into a system.
05 Governance and Legal Structure holds back Successor and Ownership Transfer.
Clear articles, agreements and contracts. Ambiguity lowers every offer and stalls the transfer itself.
06 Financial Transparency holds back Market and Ownership Transfer.
Numbers that tell a clear, verifiable story shorten due diligence. Without them, the outlook cannot be shown and no price holds.
07 Market and Business Viability holds back Successor and Ownership Transfer.
Buyers pay for the next five years. A weak outlook keeps candidates away and makes the financing harder.
08 People and Culture Stability holds back Management and Process and Knowledge.
If key people leave with you, the value leaves too: management thins, and what they know goes with them.
09 IT and Digital Readiness holds back Process and Knowledge and Financial Transparency.
Systems that run without workarounds, because buyers audit them too. Without them, processes stay personal and the figures arrive late.
10 Ownership Transfer Readiness holds back Owner Decision and Successor.
Tax, financing, timing: the last mile is often where deals stall. Without a valuation you cannot decide, and no candidate can plan.
Your route sets the bar.
A family handover and a sale do not ask the same. You choose the route; we measure the gap.
Example, fictitious company
A family handover asks most of the successor and of the transfer itself: who takes over, and how the shares pass.
A buyout by your managers asks most of them: they must already run the company, and finance the price.
A sale asks the most: a buyer checks all ten, and pays for a company that runs without you.
Change your route or your timing later, and the reading follows.
What you receive.
One page of your report, then the same ten, read again at every milestone.
The ten dimensions page.
Each dimension with its reading and the evidence behind it. The one that holds back the others is marked.
The progress reviews.
At every milestone: what was done, and which reading has moved.
