Everything's going well: your sales and profits are up, there are no key positions to fill, and all your major projects are completed or under control.

Are you dreaming?

You pinch yourself just to be sure.

And you think: this is too good, it can't last.

And sure enough, as if life heard you, you get a call from your competitor: "I'm selling and I thought of you. Interested?"

Okay, stay calm.

They own a great business that's more than complementary.

By acquiring it, you'd be the biggest player in the market.

It's incredible—after all these years of work, you could finally dominate your market.

"OK, let me think about it and I'll get back to you," you tell them.

Deeper Reflection

The weekend is moving along and your return call is approaching.

What are you going to tell them?

There's so much to think about.

A project like this is at least 3 to 5 years before you can benefit from all the economies of scale you'll have activated, and especially before everything stabilizes.

And then, what will you do after that?

Buy another company?

That's starting to be a lot.

Why does it always have to be more?

You reflect on how much money you need to be happy.

Truthfully, you probably already have more than you'll need.

It's certain there'll be some left for your heirs.

And then it hits you: you realize that the challenge of taking the business to the next plateau might not be for you anymore.

You've already done it, been there—done that.

You're less inclined today to lead such a transformation.

You'd certainly be capable of it, but deep down, you know it would be a great challenge for someone else.

What If You Were the One Selling?

And anyway, you don't really have a succession plan.

Which makes you think you should probably start planning what comes next.

Health-wise, everything's fine.

You're in great shape.

It would be a shame not to take more advantage of it.

But why is your competitor selling, anyway?

And what will they do once they've sold?

And what would you do in their place?

You've always known you'd have to move on to something else someday, but you've never really taken the time to establish a timeline.

A mix of routine and procrastination kept pushing your reflection aside.

Your business is doing well, but you're aware of being on a plateau.

Everything's fine except for this idea of selling a business they've planted in your mind.

What if you were the one selling?

The idea is uncomfortable at first.

You've always been loyal to your clients, your employees, and all your partners.

You're not the type to let your people down.

You're resilient, and you ask the same of your team.

But is selling really letting them down?

You have to ask whether your business can exist without your involvement.

Are you indispensable?

For easy questions, you'll have to come back later.

Accepting There Will Be an After

When reflecting on selling your business, you must first accept that there will be an after.

It's inevitable.

Whether you sell or close the business, there will be an after.

Like a professional hockey player who one day realizes they won't play hockey their whole life.

Will they leave at the top of their game, after an injury, after accepting lesser responsibilities, or being shown the door?

What are the options for an entrepreneur?

And more importantly, who can the entrepreneur really discuss this with?

Surrounding Yourself with the Right Professionals

Personally, I believe someone who is aligned with the entrepreneur's interests should be brought into the conversation as quickly as possible.

It's natural to initially discuss with your accountant, tax specialist, lawyer, and/or banker.

Long-standing partners know you and are often professional friends who have your interests at heart.

Their contribution is essential and necessary.

But we must remember that due to their specialization and how they're compensated, alignment with all your needs is difficult to achieve, despite the best intentions.

The Role of a Business Broker

To sell a business, you need fresh blood!

You need a professional who understands that you'll sell when you're ready, but in the meantime, it would be good to ensure decisions are made to optimize your business value and the net value of your shares.

And when you're ready, we spring into action:

The complete sales process:

• We handle the marketing of your business by building a presentation narrative that we'll present in a CIM (Confidential Information Memorandum) to showcase all your organization's strengths.
• We create an exhaustive list of potential buyers with whom we'll communicate personally to qualify their appetite for an acquisition, as well as their geographical, organizational, and financial constraints.
• We'll work with selected candidates to have them submit an LOI (Letter of Intent).
• We'll negotiate on your behalf to obtain the best LOI, while taking care to validate the financial structures involved to ensure you choose a buyer who has the means to match their ambitions.
• We'll manage the data room so all professionals representing both parties can access the same information for financing and due diligence.
• Subsequently, this same information will be included in the annexes of your sales contract to complete the seller's disclosures.
• We'll intervene and provide necessary follow-ups with each professional from both parties to ensure they deliver on time, right up to final closing and payment.
• We'll assist you with the sale announcement and ensure all subsequent disbursements fall within prescribed timelines.

That's a brief sample of what your business broker does.

Through transaction volume, we understand the mistakes to avoid and apply best practices to optimize your sales process, your chances of closing, and the price you obtain.