TRANSACTIONS / 01

Buy or sell a business

Move a business transaction forward with a clearer view of value, readiness, diligence, structure, and capital questions.

MAP THE TRANSACTION

01 / PATHS UNDER BUY OR SELL

Choose the question
closest to the decision.

Each guide narrows the scope and identifies what to verify next.

01Buy a businessClarify the buyer's goals, operating capacity, target criteria, and diligence plan before pursuing a transaction.02Sell a businessPrepare a seller's records, transition plan, and decision criteria before entering buyer discussions.03Business valuationFrame a valuation discussion around normalized earnings, assets, market evidence, and assumptions that need verification.04Acquisition readinessCheck whether the buyer's goals, capital plan, operator capacity, and diligence process are ready for a search.05Seller readinessOrganize financial records, operating dependencies, ownership decisions, and transition considerations ahead of a sale.06Deal analysisStress-test a proposed transaction using verified cash flow, purchase terms, transition costs, and downside cases.07Due diligencePlan a documented review of financial, legal, tax, customer, employee, and operating exposures.08Deal structureCompare how cash at close, seller financing, contingencies, and transition terms shift risk between parties.09Acquisition financingMap the transaction's sources, uses, timing, and documentation questions before discussing financing routes.10Exit planningIdentify owner goals, business dependencies, value drivers, and transition work that can affect exit options.

02 / START WITH THE PROBLEMBUY OR SELL A BUSINESS

A transaction combines financial, operational, legal, and timing questions. Missing one can change the diligence plan or terms.

A transaction combines financial, operational, legal, and timing questions. Missing one can change the diligence plan or terms. Build an evidence-based transaction plan before making or accepting a commitment. A useful first step is to make the current facts, timing, and decision owner visible. From there, compare operating changes, professional guidance, and any relevant financing or tool resources against the same assumptions.

DESIRED OUTCOME

Build an evidence-based transaction plan before making or accepting a commitment.

03 / DIAGNOSTIC SIGNALS

What to look for.

Signals are prompts for investigation. They are not a score or a determination.

CURRENT FRICTION

−Value expectations are not tied to consistent financial records.
−The buyer or seller has not set a diligence scope.
−Financing, working capital, or transition needs are still assumptions.

DECISION QUESTIONS

What must be verified before a letter of intent or price discussion?
Which records and operating dependencies could change the decision?
Who should independently review legal, tax, and financing terms?

04 / PRACTICAL PATHS

Options to compare.

Use the same facts, time horizon, and downside assumptions when weighing each next move.

01
Separate valuation assumptions from verified earnings and assets.
02
Set a diligence workplan with owners, source records, and decision gates.
03
Use qualified legal, tax, and financing professionals for transaction-specific advice.

CHECK THE TRADEOFFS

The right path depends on current records, timing, operating capacity, and the specific terms available.
Model downside cases and ongoing costs before committing cash or taking on a new obligation.
Confirm legal, tax, credit, privacy, and financing questions with the qualified professional responsible for that decision.

05 / WORKFLOW

Move it forward.

Keep the work small enough to review and clear enough to hand off.

STEP / 01
Define the decision, the people responsible, and the date by which it must be made.
STEP / 02
Gather current source records and mark assumptions that still need verification.
STEP / 03
Compare options, risks, and next actions; update the plan when actual results differ.

CROSS-PROPERTY RESOURCES

Continue with a specialist resource.

These destinations own the deeper product or tool experience. Links are contextual references, not endorsements.

ACQUIRE / ↗Acquire

Continue to the Acquire preview for deeper transaction workflows and tools.

READINESS CHECK

Bring these facts
into the review.

+Value expectations are not tied to consistent financial records.
+The buyer or seller has not set a diligence scope.
+Financing, working capital, or transition needs are still assumptions.

A promised score, approval, savings, or timeline cannot be tied to verified evidence.

COMMON QUESTIONS

Before you act.

What should I review first for buy or sell?

What must be verified before a letter of intent or price discussion? Build an evidence-based transaction plan before making or accepting a commitment. Start with current records, make assumptions explicit, and involve qualified professionals when a decision depends on legal, tax, credit, or financing terms.

Does this page determine eligibility or guarantee an outcome?

No. This guide organizes questions and next steps. It does not make underwriting, eligibility, approval, or service-availability decisions.

NEXT / BUY OR SELL

Make the next step
specific and owned.

Write down the decision, the source records, the open question, and who will review it.

MAP THE TRANSACTION OPEN ACQUIRE