Process
Nothing here is exotic. The discipline is in the order, and in not skipping the parts that keep a company alive while it is for sale.
You tell us why you are thinking about a sale or a purchase. We tell you whether we are the right people. Nothing leaves the room. No listing is implied.
Tax returns, interim financials, leases, debt, licenses, a simple org chart. We recast earnings and write down the risks a buyer will find anyway.
A written range, and a recommendation: go to market, wait and clean up, or do not sell. If we cannot see a funded close, we will not take a listing to keep you company.
A listing or advisory agreement that names confidentiality, the term, the range, and how we are paid. Your attorney reads it. So should you.
A confidential information memorandum, a data room, and a buyer list that is short on purpose. Public advertising only when it helps and only in a form that does not name you.
NDA, proof of funds or lender conversation, industry fit. Then the CIM. Tours are scheduled, not casual. Competitors do not get a peek because they asked nicely.
Price, structure, diligence clock, employment or consulting if the seller is staying, real estate, working capital. Vague letters are how diligence turns into a second negotiation.
Quality of earnings, contracts, employees, licenses, landlord, lender. Then the purchase agreement, the closing statement, the wire, and the keys. We stay until it is done.
A prepared company with clean books can be in market in a few weeks and closed in a few months. An unprepared one can take a year of cleanup before a listing is even honest. Buyers with capital and a clear brief move faster than buyers who are “looking around.”
We will not invent a thirty-day close to win the engagement. Florida real estate, SBA, and landlord consents have their own clocks. Part of the job is telling you which clock you are actually on.